4.

1 Jobbing/Project production system

Part 2 – Manufacturing systems 1. introduction:

Chapter 4
 to meet specific customers’ demand/requirements
(customization),
JOBBING & BATCH  Very low volume (Q = 1 unit  project), can not
PRODUCTION SYSTEM apply for other manufacturing systems,
(HỆ THỐNG SẢN XUẤT ĐƠN CHIẾC & THEO LÔ)  Jobbing system is more professional
(management, workers, computer & softwares
added,…)

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4.1 Jobbing/Project production system 4.1 Jobbing/Project production system

2. Characteristics of jobbing: example:

- Very low-volume (Q = 1), building, research, producing request components to

- Non-standardised items,
- Very low-cycle for orders  long time to repeat the
same/similar orders,
- Customization  make to specific orders – MTO.
repair, making to customers’ orders,...
Or producing air planes, equipments for TV service
provider, air traffic stations, hydroelectrics, nuclear
reactors,...
Or specific items such as: seismograph tools, lab
equipments,...

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4.1 Jobbing/Project production system 4.1 Jobbing/Project production system

Or producing spare parts for maintenance 3. Manufacturing lead time:

workshops, mechanical workshops, short courses,
special studies,...  When the customers’requirements are ordered 
Or very expensive items, the famous jewelry production & material requirement planning wil be
(bijou),... made  long MLT (long waitting time),

Or sudden demands/changing product size, form,  Cycle time: the total elements time  take long
materials,... cycle time.
 Support for jobbing systems (although high unit
cost)
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4.1 Jobbing/Project production system 4.1 Jobbing/Project production system

3. Manufacturing lead time: 4. Unit cost:

 Long MLT is the main disadvantage of jobbing  Unit cost in jobbing system is very high (including
system  takes a long time to process customers’ opportunity cost).
orders/services.
Example: the unit cost of a watch is $50 – $60 in
Example: check-out service in air-port  check-out jobbing, but only $15 in the mass production system.
gates are opened/closed if necessary to reduce
waiting time for customers.

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4.1 Jobbing/Project production system
5. Equipment and worker’s skills:
 Equipment, machines, and tools are multi-function
(attachments added).
Example: in garment industry, mechanical
engineering often uses professional attachments.
 Professional and skillful workers are required 
increase unit cost.
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.1 Jobbing/Project production system
6. Production planning & implementation
1. Routing
Including some documents such as: bill of materials
(BOM), job cards, process sheets, tools requisitions,
specifications,...
Determine labour, equipment and tools requirements
to finish all work elements/tasks  make sure every
things are already.
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.1 Jobbing/Project production system
6. Production planning & implementation
1. Routing
Routings/work flows of W.I.P (raw materials) are
dependent on work-elements requirement.
The routing maybe interfered (by production
managers) if necessary,...
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4.1 Jobbing/Project production system
6. Production planning & implementation
1. Routing
Realistic machine hours, labor hours recordings  report
the difference between planning and practicing.
Consider changes in attributes, implementation, raw
materials,... if necessary.
Using realistic data analysis, managers make changes in
their decisions and employees’ responsibilities.
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4.1 Jobbing/Project production system
6. Production planning & implementation
2. Scheduling
Scheduling should be clear & specific:
• Based on standard time, estimate processing time
for all work elements.
• Plan & send implementation times (started time of
all work elements) to respective work stations.
• Decide the number of planned orders and the
priority among them.
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.1 Jobbing/Project production system
6. Production planning & implementation
3. Dispatching
The role of dispatching person is as follows:
• Receive & send job cards, process sheets to
respective work-stations.
• Receive & send bills of materials, tools &
equipment requisitions.
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.1 Jobbing/Project production system
6. Production planning & implementation
2. Scheduling
Scheduling should be clear & specific:
• Include some information as job cards, process
sheets, bill of materials (BOM), tools requisitions,
specifications,...
• Set up the available inventory level (materials on
hand), re-orders sent to suppliers based on re-
order point.
• Make sure all things are feasible in factory.
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4.1 Jobbing/Project production system
6. Production planning & implementation
3. Dispatching
The role of dispatching person is as follows:
• Send routing sheet (workflow) to warehouse &
factory  materials & WIP transportation from
warehouse to respective workstations.
• Send production planning to respective
machines/workstations.
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4.1 Jobbing/Project production system
7. Progress review method job shop
Including some information as follows:
• Realistic process >< production planning.
• WIP status, and their positions in factory.
• Bottle-neck positions.
• WIP data at each machine, and tools requisitions at
each workstation.
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.2 Batch production system
1. Introduction:
 Meet fluctuation demands in real life.
 Focus on small market segments, (small but stable
demands).
 Compromise between jobbing and mass.
 More flexible than mass production  establish
Japanese manufacturing system called just-in-time
(JIT).
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.1 Jobbing/Project production system
7. Progress review method job shop
Including some information as follows:
• Improvement information transfer in management.
• Reduction paperwork and avoiding information
delay.
• Providing capacity information in the factory.
• Providing information to support make-or-buy
decisions.
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4.2 Batch production system
2. Characteristics:
• Low-volume (small lot sizes) in batch;
• Standardized items for batch, if items change a
little bit (batch to batch)  high standardization.
For example colors of motorbikes (color-changing).
• Repeat production depending on demands and lot
sizes (high volume than jobbing).
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4.2 Batch production system
2. Characteristics:
• More flexibilities (customize)  meet group
demands.
• Maybe make to stoke – MTS  meets customers’
demand from stock.
Example: produce motorbikes, clothes, meals,
electronics, shoes, appliances, interior, fashions,...
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.2 Batch production system
3. Production planning & implementation
1. Routing
• Based on customers’ requirements, and/or items’
attributes (as jobbing).
• Main/core components produced in production
lines (reduce the operational costs).
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.2 Batch production system
2. Characteristics:
• MLT is smaller (than jobbing).
• Increasing/reducing number of batches based on
market demands such as motorbikes, clothes,
foods,…
 Reduce decreased demands risk (unsold,
inventory levels)  fit realistic production.
• Produce all core components with large lot size
(high volume)  others (the rest components) can
order from outside suppliers.
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4.2 Batch production system
3. Production planning & implementation
2. Scheduling
Work elements are grouped & its process as follows:
• All data such as the processing times of jobs,
completion times of batches, scheduling, and
sequencing are parallelly prepared or before the
required production date.
• Job cards, process sheets are already at least one
day before production starts.
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4.2 Batch production system
3. Production planning & implementation
2. Scheduling
• Preparing all essential tables for each batch; listing
all items’ requests in batch (if necessary).
• Sending production planning (including processing
times), that is supported by standard operating
procedure – SOP.
• This procedure includes work flows from work-
station to others (automated).
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.2 Batch production system
3. Production planning & implementation
3. Dispatching
• Send job cards/process sheets & tools requisition
to supervisor at the beginning workstation in the
morning of the first day.
• Send any updated job-completion report to
respective workstations until the order is
completed.
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.2 Batch production system
3. Production planning & implementation
3. Dispatching
The roles/responsibilities of dispatching person as
follows:
• Receive implementation planning from SOP;
prepare all tools & documents from the production
department at least one day before the beginning.
• Send bill of materials – BOM to the warehouse at
least one day before the beginning.
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4.2 Batch production system
3. Production planning & implementation
3. Dispatching
• Make sure daily production planning;
• Sometimes, at the end of the working day (shift),
previous workstations must prepare some WIPs for
the next workstation for at least one working hour
on the next day.
• Make sure enough raw materials/components to
complete all batches; may be used colors to
classify daily materials.
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4.2 Batch production system 4.2 Batch production system

3. Production planning & implementation 3. Production planning & implementation

3. Dispatching 3. Dispatching
• It’s not important to send routing/workflow (WIP) to
• The SOP will help to determine the next
workstations/workers (including in production
workstations  all workstations will receive all
planning) because it transfers quickly among
assigned tasks respectively.
workstations.
• With batch production, the control processes are
• The first workstation’s supervisor must transfer the flexible, and they depend on control techniques:
job card to the next workstation (after all tasks bar chart or production control chart.
completion).

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4.2 Batch production system 4.2 Batch production system

3. Production planning & implementation 3. Production planning & implementation

4. Expediting 4. Expediting
The responsibility of expediting person is as follows: • Make scheduling and sequencing for all
emergency tasks by using red tags.
• Assist dispatchers to review production progress.
• Assist a supervisor to remind their assigned jobs (if • Send important remarks to all rest workstations
they forgot any jobs). respectively.

• Assist dispatchers to recognize & implement all • Assign all emergency tasks to respective
delayed tasks. workstations/supervisors carefully.

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4.2 Batch production system
4. Progress review methods:
a. block system
• Block/group all job cards, items’ specifications on
the same day.
• Each group is assigned one color (7 colors for 7
days, and red color for emergency tasks).
• All sudden emergencies taks are assigned by
senior/top managers; and use red-tag for high
priority.
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.2 Batch production system
4. Progress review methods:
b. production clearance list – PCL
• When a task is completed, the respective worker
underlines that task in PCL.
• Foreman will check PCL for a half or an hour 
delete all completed tasks in PCL and return it to
dispatchers at the production department.
Le Phuoc Luong\Chapter 4: Jobbing & Batch manufacturing system
4.2 Batch production system
4. Progress review methods:
b. production clearance list – PCL
• Listed down all tasks on the same day;
• Each list is used specific color (each color for one
day).
• At every workstation in process, the rest tasks in
PCL will be completed.
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4.2 Batch production system
4. Progress review methods:
b. production clearance list – PCL
The dispatcher will check for 1 – 2 hours and compare
this list with the expediter’s list.
 Expediter should check the schedule at each
workstation, and help workers manage their schedule;
in emergency cases, using red-tag to remind.
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4.2 Batch production system 4.2 Batch production system

4. Progress review methods: 4. Progress review methods:

c. inventory status report c. inventory status report
Show inventory status as follows: Example: Inventory status report:
+ No. of raw materials were supplied (by inventory).
Lines Supplied processing Finished WIP
+ No. of semi-items were processing (in factory/lines). number number number product
+ No. of finished goods – FG. A 1.000 1.000 1.500 500
B 3.000 2.000 4.000 1.000
+ No. of work-in-process – WIP. C 2.000 3.000 4.500 500
D 5.000 4.000 7.000 2.000
Total 11.000 10.000 17.000 4000
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4.2 Batch production system

4. Progress review methods:

d. The role of expediter

Assist dispatchers to manage and control all tasks in

the production process.

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