Industrial and System Engineering

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CLASS 1
LEARNING OUTCOMES
After successful completion of this course the student will be able to:
1. Describe the production function and its component
2. Understand the types of production system

Lecture Notes:
Types of Production systems and their characteristics:

Introduction

Production Planning is a managerial function which is mainly concerned with the following
important issues:

• What production facilities are required?

• How these production facilities should be laid down in the space available for
production? and
• How they should be used to produce the desired products at the desired rate of
production?

Broadly speaking, production planning is concerned with two main aspects: (i) routing or
planning work tasks (ii) layout or spatial relationship between the resources. Production planning
is dynamic in nature and always remains in fluid state as plans may have to be changed
according to the changes in circumstances.

Production control is a mechanism to monitor the execution of the plans. It has several important
functions:

• Making sure that production operations are started at planned places and planned times.
• Observing progress of the operations and recording it properly.
• Analyzing the recorded data with the plans and measuring the deviations.
• Taking immediate corrective actions to minimize the negative impact of deviations from
the plans.
• Feeding back the recorded information to the planning section in order to improve future
plans.

A block diagram depicting the architecture of a control system is shown in Figure1.

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Figure 1 Architecture of control system

Important functions covered by production planning and control (PPC) function in any
manufacturing system are shown in Table1along with the issues to be covered.

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Types of Production Systems

A production system can be defined as a transformation system in which a saleable product or

service is created by working upon a set of inputs. Inputs are usually in the form of men,
machine, money, materials etc. Production systems are usually classified on the basis of the
following:

• Type of product,
• Type of production line,
• Rate of production,
• Equipments used etc.

They are broadly classified into three categories:

• Job shop production

• Batch production
• Mass production

Job Production

In this system products are made to satisfy a specific order. However that order may be
produced-

▪ only once
▪ or at irregular time intervals as and when new order arrives
▪ or at regular time intervals to satisfy a continuous demand

The following are the important characteristics of job shop type production system:

• Machines and methods employed should be general purpose as product changes are quite
frequent.
• Planning and control system should be flexible enough to deal with the frequent changes
in product requirements.
• Man power should be skilled enough to deal with changing work conditions.
• Schedules are actually non existent in this system as no definite data is available on the
product.
• In process inventory will usually be high as accurate plans and schedules do not exist.
• Product cost is normally high because of high material and labor costs.
• Grouping of machines is done on functional basis (i.e. as lathe section, milling section
etc.)
• This system is very flexible as management has to manufacture varying product types.
• Material handling systems are also flexible to meet changing product requirements.

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Batch Production

Batch production is the manufacture of a number of identical articles either to meet a specific
order or to meet a continuous demand. Batch can be manufactured either-

• only once
• or repeatedly at irregular time intervals as and when demand arise
• or repeatedly at regular time intervals to satisfy a continuous demand

The following are the important characteristics of batch type production system:

• As final product is somewhat standard and manufactured in batches, economy of scale

can be availed to some extent.
• Machines are grouped on functional basis similar to the job shop manufacturing.
• Semi automatic, special purpose automatic machines are generally used to take advantage
of the similarity among the products.
• Labor should be skilled enough to work upon different product batches.
• In process inventory is usually high owing to the type of layout and material handling
policies adopted.
• Semi automatic material handling systems are most appropriate in conjunction with the
semi automatic machines.
• Normally production planning and control is difficult due to the odd size and non
repetitive nature of order.

Mass Production

In mass production, same type of product is manufactured to meet the continuous demand of the
product. Usually demand of the product is very high and market is going to sustain same demand
for sufficiently long time.

The following are the important characteristics of mass production system:

• As same product is manufactured for sufficiently long time, machines can be laid down
in order of processing sequence. Product type layout is most appropriate for mass
production system.
• Standard methods and machines are used during part manufacture.
• Most of the equipments are semi automatic or automatic in nature.
• Material handling is also automatic (such as conveyors).
• Semi skilled workers are normally employed as most of the facilities are automatic.
• As product flows along a pre defined line, planning and control of the system is much
easier.

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• Cost of production is low owing to the high rate of production.

• In process inventories are low as production scheduling is simple and can be
implemented with ease.

Types of production system:

The production system of a company mainly uses facilities, equipments and operating
methods(called the production system) to produce goods that satisfy customers’ demand.The
above requirements of a production system depend on the type of product that the company
offers and the strategy that it employs to serve its customers. The classification of production
system is explained in the table.

Fig 1 Classification of production systems

Job shop production

Job shop is appropriate for manufactures of small batches of many different products,
each of which is custom designed and requires its own unique set of processing steps or
routing through production process.

The production system in which different types of product follow different sequences
through different shops. Ex. Furniture manufacturing company, restaurant, prototype
industry.

Much time is spent waiting for access to equipment. Some equipment overloaded.

A process technology suitable for a variety of custom designed products in some volume.

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This production system adopts process layout as by this production system we

manufacture more variety of products at low product volume.

Batch production
A process technology suitable for variety of products in varying volumes.

Here limited product variety which is fixed for one batch of product. Ex. Bakery shop,
medicine shop.
Within the wide range of products in the facility, several are demanded repeatedly and in
large volume.

This type of production system should be preferred when there is wide variety of
products in wide variety of volumes.

Assembly line (mass) Production

A process technology suitable for a narrow range of standardized products in high

volumes.

The successive units of output undergo the same sequence of operation using
specialized equipment usually positioned along a production line.

The product variety is fixed here. Ex. Assembly of television sets, assembly of auto,
assembly of computer keyboard, cold drinks factory etc.

Continuous production
A process technology suitable for producing a continuous flow of products.

The product is highly standardized.

Material and products are produced in continuous, endless flows, rather than in batches
or discrete units.

Continuous flow technology affords high volume, around-the clock operation with
capital intensive, specialized automation.

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CLASS 2
LEARNING OUTCOMES
After successful completion of this course the student will be able to:
1. Describe the production planning and control
2. Understand the function of production planning and control

Lecture Notes:
Functions and objectives of Production Planning and Control

Objectives of Production Planning and Control

The overall objectives of production planning and control pertain to the following:

• Continuous Flow of Production - Continuous flow and improvement is one of the

integral concepts pertaining to lean, six sigma, and overall production enhancement.
Continuous flow of production is one of the primary objectives of production planning
and control and can easily take your production process to the next level in terms of
efficiency and productivity improvement. Production planning and control will attempt to
achieve a smooth and continuous production through elimination of bottlenecks and
anything considered to be ‘wasteful’.
• Planned Resource Requirements - Production planning and control ensures the
availability of inputs such as materials, machines, tools, equipment and manpower in the
required quantity of the required quality as well at the time required. Having a planned
resource requirement is absolutely essential to consider when implementing production
planning and control into your operation.
• Optimum Inventory - Inventory is always considered to be wasteful within your
operation. This is why you should aim to minimize inventory as much as you can in order
to adequately cut costs within your operation. Production planning and control
successfully aims and executes the process that enables a consistent flow of production,
ultimately coming closer to JIT (just in time) manufacturing and ultimately reducing
inventory within your operation.
• Increased Productivity - Increased productivity is another substantial objective within
production planning and control. Production planning and control ultimately aims to
increase productivity through efficiency enhancement while also being economical. This
is successfully achieved through optimizing the use of productive resources and
eliminating wastage/spoilage.

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• Customer Satisfaction - All companies want to increase customer satisfaction. This

objective focuses primarily on ensuring that the manufacturing process successfully
completes on time and that lead time is ultimately reduced leading to customer order
fulfillment. This objective is a must have for manufacturing facilities. Being late on
orders and have a defective product will only drag the company down.
Functions of Production Planning and Control

1. Materials Function:

Raw materials, finished parts and bought out components should be made available in required

quantities and at required time to ensure the correct start and end for each operation resulting in

uninterrupted production. The function includes the specification of materials (quality &

quantity) delivery dates, variety reduction (standardisation) procurement and make or buy

decisions.

2. Machines and Equipment:

This function is related with the detailed analysis of available production facilities, equipment

down time, maintenance policy procedure and schedules. Concerned with economy of jigs and

fixtures, equipment availability. Thus the duties include the analysis of facilities and making

their availability with minimum down time because of breakdowns.

3. Methods:

This function is concerned with the analysis of alternatives and selection of the best method with

due consideration to constraints imposed. Developing specifications for processes is an important

aspect of PPC and determination of sequence of Operations.

4. Process Planning (Routing):

It is concerned with selection of path or route which the raw should follow to get transformed in

to finished product.

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The duties include:

(a) Fixation of path of travel giving due consideration to layout.

(b) Breaking don of operations to define each operation in detail.

(c) Deciding the set up time and process time for each operation.

5. Estimating:

Once the overall method and sequence of operations is fixed and process sheet for each operation

is available, then the operations times are estimated. This function is carried out using extensive

analysis of operations along with methods and routing and standard times for operation are

established using work measurement techniques.

6. Loading and Scheduling:

Scheduling is concerned with preparation of machine loads and fixation of Starting and

completion dates for each of the operations. Machines have to be loaded according to their

capability of performing the given task and according to their capacity.

Thus, the duties include:

(a) Loading the machines as per their capability and capacity.

(b) Determining the start and completion times for each operation.

(c) To Co-ordinate with sales department regarding delivery schedules.

7. Dispatching:

This is the execution phase of planning. It is the process of setting production activities in motion
through release of orders and instructions. It authorises the start of Production activities by

releasing materials, components, tools, fixtures and instruction sheets to the operator.

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The activities involved are:

(a) To assign definite work to definite machines, work centres and men.

(b) To issue required materials from stores.

(c) To issue jigs, fixtures and make them available at correct point of use.

(d) Release necessary work orders, time tickets etc. to authorise timely start of operations.

(e) To record start and finish time of each job on each machine or by each man.
8. Expediting:

This is the control tool that keeps a close observation on the progress of the work. It is a logical

step after dispatching which is called “follow-up” or “Progress”. It co-ordinates extensively to

execute the production plan. Progressing function can be divided in to three parts, i.e. follow up

of materials, follow up of work in process and follow up of assembly.

The duties include:

1. Identification of bottlenecks and delays and interruptions because of which the production

schedule may be disrupted.

2. To devise action plans (remedies) for correct the errors.

3 To see that production rate is in line with schedule.

9. Inspection:

It is a measure control tool. Though the aspects of quality control are the separate function, this

is of very much important to PPC both for the execution of the current plans and in scope for

future planning. This forms the basis for knowing the limitations with respects to methods,

processes etc. which is very much useful for evaluation phase.

10. Evaluation:

This stage though neglected is a crucial to the improvement of productive efficiency. A thorough
analysis of all the factors influencing the production planning and control helps to identify the

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weak spots and the corrective action with respect to preplanning and planning will be effected by

a feed back. The success of this step depends on the communication, Data and information

gathering and analysis.

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CLASS 3
LEARNING OUTCOMES
After successful completion of this course the student will be able to:
1. Understand the method of forecasting for production planning

Lecture Notes:
Sales forecasting: Techniques and Applications

Sales Forecasting
The process of production planning contains a number of steps, and forecasting is an essential
step, because it requires that the company project its production needs into the future.
Forecasting might seem purely hypothetical, but companies can utilize forecasting tools to
provide as much accuracy as possible.

1. Select a method of forecasting for production planning. Available methods include the
moving average, exponential smoothing and regression analysis. The moving average
takes into account production averages over a period of time and looks specifically at
the average of each production period against how that average has changed.
Exponential smoothing weighs the average of the most recent forecast against the
current demand for the product. Regression analysis uses a chart to view the moving
average as a single line of change over time.
2. Determine a time period to study. Forecasting is most effective over the short term,
rather than the long term. This is because long-term forecasting can quickly become
inaccurate when customer demand changes or market trends adjust unexpectedly. The
best time period will reflect previous company activity and what changes the company
has seen over time–quarterly, bi-annually. Bear in mind that the best forecasts for
production planning tend to reflect shorter amounts of time.
3. Choose reports on previous company activity to help with projecting future production.
Projecting for the future requires looking into the past, and companies can utilize
previous production results to make forecasts for the future. Companies can look at
specifics for customer demand over certain periods of time–for instance, if demand
drops during some months and rises during others–and apply this information to the
forecasting method that has been selected.
4. Pick market trends to apply to the forecast. Market trends must work alongside
expectations of customer demand. The market will play a role in dictating the extent to
which customer demand will increase or decrease. If trends indicate that the market for
a certain product is about to expand, the company might use this to increase production,
but if trends indicate a decrease in market interest, the company might reconsider
production needs.

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CLASS 4
LEARNING OUTCOMES
After successful completion of this course the student will be able to:
1. Understand the concept of planning

Lecture Notes:
Steps of Production Planning and Control: Process planning

The following are the techniques of production planning and control:

A. Planning

B. Routing

C. Scheduling

D. Despatching

E. Follow-up and Expediting

F. Inspection.
A. Planning:

It is the first element of production planning and control. Planning is given an important role in

every business. A separate department is set up for this work. Planning is deciding in advance

what is to be done in future. Control devices are also decided in advance so that all activities are

carried on properly. An organizational set up is created to prepare plans and policies. Various

charts, manuals and production budgets are also prepared. If production planning is defective

then control will also be defective. Planning provides a sound base for control.
B. Routing:

It is determining the exact path or route which will be followed in production. The stages from

which goods are to pass are decided after a proper thought. Routing may be compared to a train

journey for reaching a particular place. If a passenger is to reach Delhi from Ambala Cantt then
he has the option of going via Panipat and via Saharanpur. Both the routes will take him to Delhi.

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The question is— which route will be economical in time and money? The passenger will decide

the route only after taking into consideration various factors affecting his journey. Similar is the

case with production routing. It is the selection of the path from where each unit have to pass

before reaching the final stage. The path must have the best and cheapest sequence of operations.

Some definitions are given to explain routing in more detail.

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CLASS 5
LEARNING OUTCOMES
After successful completion of this course the student will be able to:
1. Understand the concept of routing

Lecture Notes:
Leading, Scheduling, Dispatching and Expediting with illustrative examples

Routing Procedure:

Routing procedure needs a careful analysis.

The following steps are taken for a routing procedure:

1. Deciding what Part to be made or Purchased:

The product is thoroughly analyzed to find out which parts are required for it. The second

decision is taken regarding the production or purchase of various components. Some components

may be manufactured by the firm and others may be procured from the market. During slack

periods most of the components may be manufactured by the firm but when industrial activity is

at its peak then supplies from outside may be contracted.

These decisions are taken after considering factors such as:

(a) The relative cost involved;

(b) Purchase policies of the firm;

(c) Technical considerations; and

(d) Availability of equipment and personnel.

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2. Determining Materials Required:

The analysis of the product will enable us to know the type of materials required for producing

various components. The right type of quality, quantity, and time when needed should also be

decided in advance.

3. Determining Manufacturing Operations and Sequences:

The manufacturing operations and their sequences can be determined from technical experience

and layout of machines. A sound and economical operation is selected for manufacturing various

components.

4. Determining of Lot Sizes:

A decision has to be taken about the number of units to be produced in one lot. If production is

carried on the basis of orders then size of the lot depends upon the quantity ordered plus some

units for possible rejections during the process. When production is done for the stock then lot is

decided by considering various economies which may accrue.

5. Determining of Scrap Factors:

There may be some scrap during the course of manufacture. The finished products are generally

less than the units introduced at the beginning. The scrap during manufacturing should be
anticipated so that routing is facilitated. If products pass through three processes and a normal

scrap is 5% of input at every stage then it will be easy to anticipate the units entering various

processes and arrange equipments and manpower.

6. Analysis of Cost of the Product:

The determination of cost of products may be the duty of cost department but still production

department makes records of direct materials, labour, direct and indirect expenses. These

estimates are greatly useful to costing department also.

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7. Preparation of Production Control Forms:

The carrying out of routing will be facilitated if forms are prepared to collect information for

control purpose. The requirements are: job cards, inspection cards, move tickets, labour cards,

tool tickets, etc.

Scheduling:

Scheduling is the determining of time and date when each operation is to be commenced and

completed. It includes the scheduling of materials, machines and all other requisites of

production. A number of components are required to manufacture a product. 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.

Scheduling can be compared to a railway time table which informs a passenger about his journey

schedule. This time table shows the time when the train will start from a particular place, the

time of its arrival at different stations and the time when it will reach its destination. Scheduling

also gives exact information about the time-table of manufacturing process at all the stages.

Kimball and Kimball:

“The determination of the time that should be required to perform each operation and also the

time necessary to perform the entire series, as routed, making allowances for all factors

concerned.”

According to this definition scheduling involves fixing of time required for manufacturing a

product at different processes and the total time required for completing it may accrue in a

particular lot.

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Alford and Beaty:

Scheduling means “fitting specific jobs into a general time table so that order may be

manufactured in accordance with contracted liability, or, in mass production, so that each

component may arrive at and enter into assembly in the order and as is required.”

As per this definition scheduling helps in fixing the time table of manufacturing various

components so that final product is complete in time for meeting marketing obligations.

Spiegel and Lansburgh:

“Scheduling involves establishing the amount of work to be done and the time each element of

the work will start, or the order of work. This includes allocating the quality and rate of output of

the plant, or department and also the date or order of starting of each unit of work at each station

along the route prescribed.”

Scheduling is related to fixing of time table for the manufacture of products at various

departments etc.
Types of Schedules:

Following are the three types of scheduling:

1. Master Scheduling
2. Manufacturing or Operation Scheduling

3. Retail Operation Scheduling.

1. Master Scheduling:

Scheduling starts with the master schedule. This schedule is prepared by keeping in view the

order or likely sales order in near future. Master scheduling is the breakup of production

requirements. This may be prepared for a week, a fortnight, a month etc. If only one product is

manufactured then scheduling is easy but it becomes complex when more products are required

to be produced.

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Master schedule has to be adjusted as per the new order received. If plant capacity is available

then new requirements may be adjusted in the same schedule but in case new orders may not be

adjustable at present capacity then either the schedule may be redrawn or new plant and

equipment may be acquired. No definite pattern may be suggested for master schedules because

these may differ from industry to industry or in the same industry.

However, the following information is provided in them:

(a) The number of personnel available and the projected man hours in various shifts etc.

(b) The estimated requirements in man-hours per product.

(c) The requirements of direct materials for the projected production.

(d) The amount of normal overhead expenses required at the projected work-load.

2. Manufacturing or Operation Scheduling:

Manufacturing schedule is used where production process is continuous. When same product is

produced repeatedly or comparatively small number of products is required then operation

schedules are useful. The name and number of the product and the quantity to be produced in a

given time are required to prepare a manufacturing schedule. If the product to be produced is in a
variety of sizes, colours, weights, types etc. then these things should also be mentioned in the

schedule. The order of preference for the manufacture is also mentioned in the schedule for a

systematic production planning.

3. Detail Operation Scheduling:

It indicated the time required to perform each and every detailed operations of a given

machine or process.

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CLASS 6
LEARNING OUTCOMES
After successful completion of this course the student will be able to:
1. Understand the concept of Scheduling

Lecture Notes:
Dispatching and Expediting with illustrative examples
D. Despatching:

The term 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. A practical shape is given to the

production plan. To bring in the analogy of train, despatching means putting oneself into train

when the route to be followed and the train to be boarded have been selected.

James L. Lundy:

“The despatching function involves the actual granting of permission to proceed according to

plans already laid down. This is similar in case of the traveller to his employer finally approving

his vacation leave.” According to Lundy despatching is the execution of plans already framed.

John A. Shubin:

“Despatches put production in effect by releasing and guiding manufacturing order in the

sequence previously determined by route sheets and schedules.”

According to this definite despatching involves the process giving orders for actual start of work.

The routing and scheduling which is done earlier is put into practice.
Steps Followed in Dispatching:

The following steps are involved in despatching function:

1. The issuing or moving of materials from stores to first production process or from process to

process.

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2. Assigning of work to machines or work centres.

3. The issuing of required tools and equipment to production departments.

4. Issuing of job orders, authorizing operations in accordance with dates and times as per route

sheet and schedule charts.

5. Issuing of time tickets and instruction cards to the persons involved in the work.

6. Recording of time taken from starting to completion of each job and also the total production

time.

7. After the completion of work it should be ensured that all drawings, plans and tools are

returned to their correct location of issuing departments.

8. Ensuring necessary changes in scheduling, etc. if changed situations so demand.

9. Having proper liaison with routing and scheduling sections for effective performance.
Despatching Procedures:

Following two procedures may be used for despatching:

(A) Centralised Despatching:

Under centralised despatching orders are directly issued to workmen and machines. The

despatching section keeps full information of the capacity and work loads of various machines or
work centres and sends instructions as per requirements. Centralised despatching helps in

exercising effective control.

(b) Decentralised Despatching:

Under this procedure all work orders are issued to the foreman or despatch clerk of the

department or section. It is the responsibility of the department or section to decide about the

actual start of work on priority among different products. The despatch of orders of materials is

left to the decision of the foreman or despatch clerk.

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This system minimises red-tape, duplication of posting, production delays and other drawbacks

involved in centralised despatching. This procedure suffers from difficulties in achieving co-

ordination among different departments.

E. Follow Up and Expediting:

Follow-up and expediting is related to evaluation and appraisal of work performed. This is an

important function of production control. If goods are to be produced as per the plans then a

proper follow-up of work is essential to see whether production schedule is properly adhered to

or not.

In case there are any bottlenecks then these must be removed in time. In the words of Bether and

his associates, “follow up or expediting is that branch of production control procedure which

regulates the progress of materials and part through the production process.” Follow up

procedure. Progress may be assessed with the help of routine reports or communication with

operating departments.

The following procedure is used for expediting and checking the progress:

(i) The progress should be checked continuously.

(ii) In case there are deviations between planned and actual work then the causes for these
differences should be ascertained.

(iii) Helping in removing the causes of deviations.

(iv) Having a report with departments supplying materials and equipment to production centres.

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CLASS 7
LEARNING OUTCOMES
After successful completion of this course the student will be able to:
1. Understand the concept line of balance

Lecture Notes:
Introduction to line of balance and assembly line balancing and progress control

Line of Balance: A Scheduling Technique

The Line of Balance (LOB) Scheduling

Technique was originated by the Goodyear
Company in the early 1940's and was
developed by the U.S. Navy in the early
1950's for the programming and control of
both repetitive and non‐repetitive projects. It
was developed for industrial manufacturing
and production control. The basic concepts
of LOB have been applied in the construction
industry as planning and scheduling
method.A line of balance diagram comprises
a series of inclined lines which represent the
rate of working between repetitive operations
in a construction sequence. The
Line‐of‐Balance also known as the
Repetitive Scheduling Method (RSM), Location Based Scheduling, Vertical Production Method
or Vertical Scheduling Method. It's the best planning method for a repetitive work such as Villas
or Dwelling units, High-rise building, highways, pipeline, tunnels, railway, however it may be
adapted for non-repetitive projects as well.

Line of Balance (LOB) is a method of showing the repetitive work that may exist in a project as
a single line on a graph. Unlike a Bar Chart, which shows the duration of a particular activity, a
LOB Chart shows the rate at which the work that makes up all of the activities has to be
undertaken to stay on schedule, the relationship of one trade or process to the subsequent trade or
process is defined by the space between the lines.

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A simple diagram in which line shows

location and time at which a certain crew
will be working on a given operation is
known as LOB. It is used on repetitive work
such as constructing multiple dwelling
units, when used on linear work such as
roads and railways the technique is more
accurately called Time/Location Charts or
Chainage Charts which include “blocks‟ to
mark out chainage’s such as bridges and
culverts that require substantial time to
build and interrupt the general flow of work.

The purpose of the LOB method is to

ensure that the many activities of a
repetitive production process stay “in
balance” that is, they are producing at a
pace which allows an even flow of the items
produced through a process and at a speed
compatible with the goals set forth in a
plan. The advantages of LOB schedule are
as follows

1. Clearly shows the amount of work

taking place in a certain area at a specific
time of the project.
2. Has the ability to show and optimize the resources used for large number of repeated
activities, executed in several zones or locations.
3. Easier cost and time optimization analysis because of all the information available for
each activity in the project.
4. Ease of setup and its superior presentation and visualization.
5. Easier to modify, update and change the schedule.
6. Better managing of all the various sub-contractors in the project.
7. Allows for simpler and clearer resource management and resource optimization
functions.
8. Visualization of productivity and location of crews.
9. It allows project managers to see, in the middle of a project, whether they can meet the
schedule if they continue working as they have been.

Not for Sale Mr. A.V. Rajput For private circulation only
Industrial and System Engineering
ISO 9001:2015
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Assembly Line Balancing

Generate the most efficient assignment of tasks to operators and stations, quickly, accurately, and
visually! Create, Compare, Manage, and Publish multiple scenarios for model-mix and
production volume concurrently. Analyze, Visualize, and Report on actual production forecast
orders or conceptual model/option mix scenarios.
Proplanner's line balancing module is the heart of the Assembly Planner solution and includes
the most features, capabilities and performance of any other Line Balancing application in the
market.
Proplanner's line balancing module can quickly balance and visualize thousands of tasks,
hundreds of models and options, hundreds of customer orders, and satisfy the largest number of
hard and soft constraints including Precedence, Resources, Workzones, Grouping, Ergonomics,
Inspection, and Product Orientation.
Designed specifically for the automotive, industrial, and agricultural equipment industries, there
is no job too big for Pro-planner's line balancing solution!
Assembly Planner's Line Balancing brings flexibility to line re-balancing:
• Task and time details are maintained in the process library and used for line balance
planning. Changes can be easily transferred back and forth.
• Drag & drop functionality makes it easy to move tasks and assess the change quickly.
• You choose the models, options, stations, and operators to analyze. You decide which
constraints to consider.
• Many chart formats are available to view and present the balance that's most relatable to
your team.
• You can manually reassign tasks or review alternatives that the balancing algorithms
provide for new ideas.
• If any variable changes, see the impact on the balance immediately.

Not for Sale Mr. A.V. Rajput For private circulation only