Production Planning and Control

Production planning
categories.
Scheduling. Sequencing tool

 We have seen how to sequence the

operations to get the minimum completion
time with 2 machines.
 Now let us see how to sequence the jobs
when we have 3 machines.
 Should we recap the previous method?
 Yes NO.
Scheduling. Sequencing

 Suppose we have 3 machines M1, M2, and

M3. Also the order of the Machines is M1
—M2—M3.
 The sequence of jobs can be done on this
system only and only if at least one of the
following conditions is satisfied.
 The Conditions are:-
Scheduling. Sequencing

1. Smallest processing time of any job on

machine M1 is greater than or equal to
Maximum process time of any job on
machine M2. OR
2. Smallest processing time of any job on
machine M3 is greater than or equal to
Maximum process time of any job on
machine M2.
Scheduling. Sequencing

 Let see the same with an illustrative example.

 Find the minimum total time in hours required to
complete the following jobs on 3 machines. In the
order M1—M2—M3.

Job/ A B C D E
Mach
M1 5 7 6 9 5
M2 2 1 4 5 3
M3 3 7 5 6 7
Scheduling. Sequencing

 Solution.

 Find the
4. Minimum time on Machine M1 = 5hrs.
5. Maximum time on Machine M2 = 5hrs.
6. Minimum time on Machine M3 = 3hrs.
Scheduling. Sequencing

 Then compare
Min time on M1 is it(> or =) Max. time on M2.
Or
Min time on M3 is it(> or =) Max. time on M2.
 If any one of the condition is true, the you
can proceed ahead, or else there is no
optimal solution for this problem.
Scheduling. Sequencing

 If
any of the condition is satisfied,
 Then we need to add various jobs on M1 and
M2 first and after that add jobs on M2 and
M3.
Jobs-> A B C D E
Mach.
M1&M2 7 8 10 14 8
M2&M3 5 8 9 11 10
Scheduling. Sequencing

 Now we continue as if we have 2 machines

and find the optimal sequence as in previous
problems.
 Same rule, Min on M1 to the left and min of
M2 on right.
Optimal sequence is as follows.

E B D C A
Scheduling. Sequencing

 Solution

Mc Ma chi 1 ma chi 2 Ma ch ine 3

Jb Ti Pt To Ti Pt To Idt Ti Pt To Idt
E 0 5 5 5 3 8 5 8 7 15 8
B 5 7 12 12 1 13 4 15 7 22
D 12 9 21 21 5 26 8 26 6 32 4
C 21 6 27 27 4 31 1 32 5 37
A 27 5 32 32 2 34 1 37 3 40
Scheduling. Sequencing tool

 Class assignment.

JOB/ A B C D E F
Mach.

M1 4 8 3 6 7 5
M2 6 3 7 2 8 4
M3 8 9 9 8 8 9
Scheduling. Gantt Chart tool

 Gantt Charts.
 Gives the details about planned production
and actual performance over a period of time
 Its an imp. tool to schedule a project and
represent its progress report.
 It is a rectangular chart divided by parallel
horizontal and vertical lines.
Scheduling. Gantt Chart tool.
Rules observed.

1. Vertical lines divide the horizontal scale into

time units. (Hrs., days, weeks, months)
2. Width of the column is proportional to
duration of activity.
3. Flows from left to right.
4. Various activities are listed from top to
bottom.
5. The horizontal bar shows the progress of
work expected and completed.
Scheduling. Gantt Chart.

 Situation.
 Let there be an operation A which should
start on 5th day of a month, finish on 14th day,
and another operation should start on 9th day
and finish on 20th day of the same sequence.
It is observed that only 50% of A work is
completed on 11th day while operation B was
only 30% complete up to 11th day. Draw
Gantt chart for the same.
Scheduling.

 For solution see on board.

 Classassignment.
 Draw Gantt chart for situation no.1 in
sequencing tool.
 PROBLEM
Scheduling. Network Analysis.

 Network
 Mgt has to plan variety of tasks and
situation.
 Some are repetitive and others are NOT.
 Tech of sequencing and Gantt chart cannot
be applied as these task are complicated.
 These non-repetitive and complicated tasks
have special characteristics.
Scheduling. Network Analysis.

 The special characteristic of these tasks

are:
2. Fixed starting and finishing times.
3. Non-repetitive in nature.
4. Numerous operations and activities are
involved to complete the task.
5. Duration of activities can be accurately or
approximately determined.
Scheduling. Network Analysis.

 Network is a graphical representation of

the interdependent activities.
 Basic terminology and symbols.
3. Activity
4. Dummy activity
5. Events or operations (Margining or
Bursting)
6. Avoid loops and dangling.
Scheduling. Network Analysis.

 Network analysis.
 Study of Network Diagrams is known as
Network Analysis.
 Technique of network analysis in study of
project is one of the most promising strategy.
 These techniques are beneficial and effective
in closing the gap between the PROMISE
and PERFORMANCE.
Scheduling. Network Analysis.

 Objectives.
2. To complete the project in stipulated time.
3. OUR
4. Min of cost and time required.
5. Min of idle resources and inventory.
6. Identify bottle necks and focus on critical
activity.
7. Reduce the cost of setup and changeovers.
Scheduling. Network Analysis.

 Importance. (Important characteristics)

 As same as Objectives…
 Lets have a look.
Scheduling. Network Analysis.

 Applications of Networks.
 Basically applied on large-scale
complicated projects involving admin
problems.
3. Const. of building, dam, factories, roads.
4. Manufacturing of ships airplanes.
5. Public works and defense operations.
6. In factories with voluminous production.
Scheduling. Network Analysis.

 Tools of Network Analysis.

 CPM,

Critical Path Method.

 PERT,

Program Evaluation Review Technique.

Scheduling. NW. CPM

 CPM (Critical Path Method.)

 In NW many activities from start to end.
 Main obj of NWA is to know min pos time.
 Done by determining Critical Path, i.e
sequence of activity taking the longest time.
 Its called Critical path because any delay in
this activities of this would cause delay in
whole process.
Scheduling. NW. CPM

 Objectives of CPM
2. Determine route between the operations.
3. Locate obstacles and difficulties involved in
production process.
4. Assign starting time and finishing time for
each operation.
5. Find critical and non-critical path and min
time duration.
Scheduling. NW. CPM

 Advantages of CPM
2. It is analytical and helps to achieve the
project objectives.
3. Identify the critical element and pay more
attention to it.
4. Avoid waste of time, money and energy on
unimportant activity.
5. It paves a Standard method for calculating
costs, plans and schedules.
Scheduling. NW. CPM

 Time estimates to find the critical path.

 Earliest Start Time (EST)

 Latest Finish Time (LFT)
Scheduling. NW. PERT

 Project Evaluation Review Technique

(PERT)
 CPM and PERT are modern techniques of
network analysis for planning and control.
 In CPM and PERT the project to be planned
is broken into interdependent activities and
the network is constructed to depict their
relationships.
 PERT and CPM are Similar.
Scheduling. NW. PERT

 CPM is applied when the duration of activity

can be determined by past exp or records.
 Present day system is very uncertain and so
exact duration of the each activity is difficult
to determine. Here PERT is used.
 Basic difference in methodology is
 CPM------- Importance to  Activities
 PERT------ Importance to  Events.
Scheduling. NW. PERT

 Features of PERT
2. Draws the network diagram for project.
3. 3 time estimates are used.
Viz. Optimistic, Normal and Pessimistic.
5. The 3 time estimates are used to calculate
the expected time of each activity.
6. Critical path and Slack time are computed.
Scheduling. NW. PERT

 Contd..
2. The 3 time estimates are given by person in
charge of operation, which are based on
Experience and Judgment.
3. The time are assumed to follow beta
distribution.
Scheduling. NW. PERT

 Optimistic Time:- The shortest possible time

to complete an activity without any delay.
 Normal Time:- This time is most often
required to perform an activity with the
assumption of few setbacks or lapse.
 Pessimistic Time:- It is the longest time for
accomplishment of an event under adverse
conditions.
Scheduling. NW. PERT

 Formulae for calculation.

 Mean = t1 + 4t2 + t3 / 6
with
 Variance = (t3-t1/6)2
Scheduling. NW. PERT

 Limitations of PERT
 Expected time and variances are only
approx. values which may not be true.
 The assumption of beta distribution is
difficult to be valid in practice.
Scheduling. Run-Out Approach

 RUN-OUT Approach
 This method is applicable to production that
is geared up to inventory level.
 It is demand oriented and tries to minimize
stock out by assigning the highest priority to
items, which are in danger of running out.
 Calculation is simple.
 Method. (C on board)
Loading.

 LOADING
 Management must know when a particular
machine is available for operation.
 For this, info on machines and list of works is
made.
 Evaluation done by planning staff, regarding
capacity and its work load.
Loading.

 Definition

Loading can be defined as a study of

relationship between load and capacity
at the work places where the work is
done.
 Loading gives complete and correct info about no. of
machines and their operating characteristics like
speed, capacity and capability.
 The info is used to calculate the diff between work
and actual capacity & then determine whether the
Loading.

 Objectives of loading.
2. Plan new work order on basis of spare
capacity.
3. Balance the workload.
4. Maintain the delivery promises.
5. To check the feasibility of production
programs.
Loading. Devices.

 Loading Devices.

3. Loading Step by step.

4. Machine loading.
5. Load Charts.
Loading. Loading Step by Step.

 Used for order of finite operations with

varying order (Sequence) of operation.
2. Find earliest date and hours required and
that can be scheduled on each operation.
3. Determine reqd. time to complete. No delay
4. Schedule bottle-neck operation ASAP.
5. Schedule Subsequent operations ASAP.
Loading. Machine Loading.

 Machine loading.
 Use the info from schedules to prepare the
machine load chart.
 It gives the time for which the machine is
busy for different works.
 Shows the machine capacity and spare
capacity to avoid it and reduce the idle
resource. Ultimately reduce the costs.
Loading. Load Charts.

 Load Charts.
 Load chart shows the work assigned to
various departments, machines, components
and tools.
 During the period of heavy load the
information of the load chart is used for the
following purposes.
Loading. Load Charts.

 Use of load charts to determine:-

2. Priorities of future orders
3. Make or outsource the work
4. Provision of overtime and multi-shift.
5. Acquisition of extra men or equipments for
the operations.
Recap.

 Production Management.
 Production Planning.
 Production planning involves,

Routing, Scheduling, Loading.

 Routing answers Where?? i.e. Path.
 Scheduling answers When?? i.e. Timings.
 Loading Answers Load on machines??
That’s all for Production Planning.

Now lets See,

Production Control.