UMEC204

Production Planning and Control

Module II B.A.
., M .
,M .E
DIA N
A PA N
S UN DR
M.

Prepared by:
M. Sundra Pandian, M.E., M.B. A.
Assistant Professor, Department of Mechanical Engineering,
Sri Ramakrishna Institute of Technology,
Coimbatore - 641010
 Course Content
Module II
  Process Planning, Aims of Process Planning, Steps to
.B . A.
, M
prepare the detailed Work Sheets for Manufacturing a
NDIA N,M .E .
A PA
S UN DR
M.
given Component, Break Even Analysis, Forecasting,
Purpose and Methods of Forecasting, Time Series,
Regression and Correlation.
 Process Planning - Definition

Process planning aims in planning the logical

. A.
sequence of processes to produce the finished
IA N,M .E ., M .B

PA ND
N DR A
M. S U
product as per the design.
 Aims of Process Planning

Process planning consists of determining the most

appropriate manufacturing and assembly

.E., M
.B . Aprocesses
. and the
IA N,M
PA ND
N DR A
M. S U
sequence in which they should be accomplished to produce a

given part or product according to specifications set forth in

the product design documentation.

 Pre-requisite for Process Planning
The processing steps are developed in a most
logical sequence to make each part based on the
planner’s:
.B . A.
.E ., M ce1
Skill IAN, M erien
PA ND E x p
N DR A
M. S U
Kno
wled
ge

Process Plan
 Steps for Process Planning
The following are the steps involved in manual process
planning.
• Interpretation of design drawings
• Choice of processes and sequence
.B . A.
• Choice of equipment IAN, M.E., M
PA ND
• Choice of tools,Ndies,
DRA molds, fixtures, and gauges
M. SU
• Analysis of methods
• Setting of work standards
• Choice of cutting tools and cutting conditions
 Steps for Process Planning
• Interpretation of Design Drawings
The planner must analyze the part or product design
(materials, dimensions, tolerances, surface finishes, etc.).
• Choice of Processes and Sequence., M.B.A.
, M .E
The process planner A
must
PA NDIAselect the processes and their
N
NDR
U
sequence required,
M. S and prepare a brief description of all
processing steps.
 Steps for Process Planning
• Choice of Equipment
In general, process planners must develop plans that
utilize existing equipment in the plant. Otherwise, the
company must purchase the component A.
M .B .
or invest in new equipment.DIAN, M.E.,
PA N
• Choice of Tools,
S UNDies,
DR Molds, Fixtures, and Gauges
A
M.
The process planner must decide what tooling is
required for each processing step. The actual design and
fabrication of these tools is usually delegated to a tool
design department and tool room, or an outside vendor
specializing in that type of tooling.
 Steps for Process Planning
• Analysis of Methods
Workplace layout, small tools, hoists for lifting heavy
parts, even in some cases hand and body motions must be
specified for manual operations. The industrial
M .B . A. engineering
.E .,
department is usually responsible
PA NDIA N, Mfor this area.
DRA
• Setting of MWork
. SU Standards
N

Work measurement techniques are used to set time

standards for each operation.
 Steps for Process Planning
• Choice of Cutting Tools and Cutting Conditions
These must be specified for machining operations, often
with reference to standard handbook recommendations.
.B . A.
Similar decisions about process N,M and
.E ., M equipment settings
NDIA
must be made for
SU
processes
N DRA PA other than machining.
M.
 Route Sheet
The processing sequence for individual parts is
documented on a form called a route sheet or operation
sheet. .E ., M .B . A.
IA N,M
PA ND
Just as engineering
M. S UN DR drawings are used to specify the
A

product design, route sheets are used to specify the process

plan.
Company Name Route Sheet - Sample Std. Processing Time

.B . A.
.E ., M
IA N,M
PA ND
N DR A
M. S U

Process Sequence No.

 Route Sheet
The route sheet includes the following information:
All the operations to be performed on the work part,
listed in the order in which they should be performed

Brief description of each operation indicating the

processing to be accomplished, dimensions and .B . A.
.E ., M
tolerances. DIA N,M
A PA N
S UN DR
M.
The specific machines on which the work is to be done

Any special tooling, such as dies, molds, cutting tools,

jigs or fixtures, and gauges.
 Route Sheet
Some companies also include setup times, cycle time
standards, and other data.
It is called a route sheet because
.E., M
.B . A. the processing
IA N,M
PA ND
sequence defines
M. S Uthe
N DRroute that the part must follow in the
A

production floor in converting the raw material to finished

good.
 Sequence of Processes
An example of sequence of processes is shown below.

.B . A.
.E ., M
RM IA N,M
PA ND
N DR A
Note: M. S U

• There might be more processes after the secondary

process.
• Property enhancing processes are optional.
 Processes - Types
• RM
Raw material/parts bought/procured from suppliers
• Basic Processes
.B . A.
M
It determines the starting
DIA N, geometry
M .E ., of the work part.
PA N
Ex. Metal pieces
M. SU
N to
DRAMetal casting, Plastic Pellets to Plastic

molding, Sheet metal to Rolling of sheet metal, etc.

• Secondary Process
Operations that transform the starting geometry into
the final geometry (or close to the final geometry).
 Processes
• Property-enhancing - Types
Operations do not alter the geometry of the part, only
the physical properties; heat-treating operations on metal
parts are the most common type.
• Finishing operations ., M .B . A.
,M .E
D IA N
Usually provideRA PaANcoating on the work surface.
UND
Examples include
M . S electroplating, thin film deposition
processes, and painting. The purpose of the coating is to
enhance appearance, change color, or protect the surface
from corrosion, abrasion, and other damage
• FG – Finished Good or final product.
 Processes - Types

.B . A.
.E ., M
IA N,M
PA ND
N DR A
M. S U
 Processes Planning for Assembly Parts
The type of assembly method used for a given product
depends on factors such as:
. A.
• Anticipated production quantities
,M .E ., M .B
DIA N
PA N
DRA
• Complexity
M. SUof the assembled product,
N for ex. the
number of distinct components and
• Assembly processes used, for ex. mechanical assembly
versus welding.
 Processes Planning for Assembly Parts
The Process planning for assembly involves development
of detailed assembly instructions.
For high production on an assembly line, process
planning consists of allocating work Aelements .
to the
M .B .
individual stations of the line,DIAaNprocedure
, M .E., called
PA N
N DR“Line
A Balancing”.
M . S U

10 s 10 s 14 s 6s
M/c 1 M/c 2 M/c 3 M/c 4 M/c 5

4s

10 s 10 s 14-4 6+4
M/c 1 M/c 2 M/c 3 M/c 4 M/c 5
10 s 10 s
 Make or Buy
Not all components or sub-assemblies of a product are to
be manufactured by the parent organization.
In a normal industrial scenario, less critical or standard
components are procured or boughtM.from B .A. suppliers and
.E.,
critical components are manufactured
PA NDIA N, M in-house.
DR A
So, there should
M . S UNbe a basic understanding on which of the

components to be purchased and what are the components

to be manufactured within the organization.
 Make or Buy
The make or buy is influenced by the following factors.
Cost of
Manufacturing vs.
Availability
Cost of
of Purchase
Manufacturing
.B . A.
Facility
Level of /Quantity
Process ,M .E ., M
DIA N
required DRA PA N
. SUN
Standard component
M

Reliability of Supplier
Availability of Plant
capacity
Alternative source of
Supplies
 Make or Buy
Not all components or sub-assemblies of a product are to
be manufactured by the parent organization.
In a normal industrial scenario, less critical or standard
components are procured or boughtM.from B .A. suppliers and
.E.,
critical components are manufactured
PA NDIA N, M in-house.
DR A
So, there should
M . S UNbe a basic understanding on which of the

components to be purchased and what are the components

to be manufactured within the organization.
 Break Even Analysis
Break Even in simpler terms means gaining back the
money invested in the production of services and goods.
. A.
It is the quantity of product to, be
M .Eproduced
., M .B to overcome all
DIA N
PA N
DRA
the investmentsMmade.
. SUN

The point at which there is no loss or no profit and where

the organization makes enough quantity to get back all the
money from the investment is the Break Even Point. (BEP)
 Break-Even Analysis
The main objective of break-even analysis is to find out the cut-
off production volume, from where the firm will make profit.
Sales (S)
Break Even . A.
., M .B Total Cost (TC)
Point N,M .E
DIA ro fit
Production Cost

APA N P
S UN DR
M. B Variable Cost (VC)
A

Loss Fixed Cost (FC)

Break Even Quantity C Production Capacity

 Break-Even Analysis
The total sales revenue (S) of the firm

S=s*Q

Total cost of the firm for a production volume

.B . A.
.E ., M
TC = FC + Total Variable
IA N, MCost
PA ND
N DRA
M. SU
= FC + ( v * Q)
where s = Selling price/unit;
v = Variable cost/unit
FC = Fixed cost per period;
Q = Volume
 Break-Even Analysis
Profit = Sales – (Fixed Cost + Variable Cost)
= ( s * Q ) – ( FC + ( v * Q))
Break-even Quantity = FC / ( s – v)
Break-even Sales = { FC / ( s – v) } * s A.
M .B .
Contribution = Sales – Variable M .,
.ECosts
IA N,
PA ND
N DR A
Contribution/unit=Selling price/unit–Variable cost/unit
M. S U
=s–v
Margin of Safety (M.S)
= Actual Sales – Break-even Sales
= { Profit / Contribution } * Sales
M.S as % of Sales = ( M.S / Sales) * 100
 Break-Even Analysis - Example
A company has the following data:

Fixed Cost = Rs. 20 00 000

Variable Cost/unit = Rs 100
.B . A.
Selling Price/unit = Rs. 200
.E., M
IA N,M
PA ND
N DR A
M. S U
Find a. break-even quantity
b. break-even sales
c. If the actual production quantity is 60 000,
find (i) contribution and
(ii) margin of safety by all methods.
 Break-Even Analysis - Example
Solution:
Given
Fixed Cost, FC = Rs. 20 00 000
Variable Cost/unit, v = Rs 100
Selling Price/unit, s = Rs. 200 , M.B.A.
M .E .
IA N,
ND
N A PA
DR
. S U
a. Break-evenMsales quantity = FC / (s – v)
= 20 00 000 / (200 – 100)
= 20 000 units
b. Break-even sales = {FC / (s – v) } * s
= {20 00 000 / (200 – 100)} * 200
= Rs. 40 00 000
 Break-Even Analysis - Example
Solution:
c. (i) Contribution = Sales – Variable Cost
= (s * Q) – (v * Q)
= (200 * 60 000) – (100 * 60 000)
= Rs. 60 000 000 .B . A.
.E ., M
M
(ii) Margin of Safety PANDIAN,
N DRA
Method 1:M. SU
M.S = (Profit / Contribution) * Sales
Profit = Sales – { FC + (v * Q)}
 Break-Even Analysis - Example
Solution:
Profit = Sales – { FC + (v * Q)} =
(200 * 60 000) – { 20 00 000
+ (100 * 60 000)} .B.A.
.E ., M
= 1 20 00 000 – 80 IA00
N,M
000
PA ND
A
DR 000
= Rs.. 40
S UN00
M
 M. S = (Profit / Contribution) * Sales
= (40 00 000 / 60 00 000)
* 1 20 00 000
= Rs. 80 00 000
 Break-Even Analysis - Example
Solution:
M. S as per cent of Sales = (M. S / Sales ) * 100
= (80 00 000 / 1 20 00 000) * 100
= 66. 67% A.
M .B .
Method 2: .E .,
IA N,M
PA ND
RA
M.S = SalesSU-NDBreak-even Sales
M.
= (s * Q) - Break-even Sales
= (200 * 60 000) – 40 00 000
= 1 20 00 000 – 40 00 000
= Rs. 80 00 000
 P / V Ratio
Profit / Volume (P/V) ratio is the ratio of Contribution
and Sales.
It is very useful for further economical
.B . A . analysis.
.E ., M
IA N,M
PAND
The formula for itRAis:
. S UND
M
P/V Ratio = Contribution / Sales
= (Sales – Variable cost) / Sales
 P / V Ratio
Relationship with BEP:

BEP = Fixed Cost / (P/V ratio)

M .B . A.
M .E .,
IA N,
ND
N DR A PA
M. S U
Relationship with M.S:

M.S. = Profit / (P/V ratio)

 Problem for Practice
Consider the following data of a company for a particular
time period.
Sales = Rs. 1 25 000 .B . A.
.E ., M
IA N,M
Fixed Cost =RARs.
PAN D 000
35
. S UND
M
Variable Cost = Rs. 55 000
Find the following:

a) Contribution b) Profit
c) BEP d) M.S.
 Problem for Practice
Solution:

a) Contribution = Sales – Variable Cost

= 1 25 000 – 55 000 M .B . A.
.E .,
IA N,M
= Rs. 70 000 PA ND
N DRA
M. SU
b) Profit = Contribution – Fixed Cost

= 70 000 – 35 000
= Rs. 35 000
 Problem for Practice
Solution:

c) BEP

P/V Ratio = { Contribution / Sales

M .B . A}. * 100
, M .E.,
DIA N
= { 70 000 /A1PA N 000 } * 100
25
S UN DR
M.
= 56 %

BEP = { Fixed Cost / (P/V ratio) } * 100

= { 35 000 / 56 } * 100

= Rs. 62 500
 Problem for Practice
Solution:

d) M. S. = { Profit / (P/V Ratio) } *100

= { 35 000 / 56 } * 100 M .B . A.
.E .,
IA N,M
= Rs. 62 500DRA PAND
. S UN
M
 Forecasting
A forecast is a prediction of future events used for
planning purposes.

.B . A.
.E ., M
IA N,M
PA ND
N DR A
M. S U
 Forecasting - Features
• Relates to future events which needs planning
• Used best available data to provide the best informed guess with
min. errors .B . A.
.E ., M
IA N,M
PA ND
• Abnormalities RA
M .in
S the
UN Dtrend should be taken into consideration.
• Various statistical tools can be incorporated during analysis

• Feedback mechanism shall be incorporated to make the forecast

more accurate in future forecasting.
 Importance of Forecasting
• Aids in thinking ahead and planning for future.

• Discloses by identifying and helps to strengthen areas of

weakness or lack of control. A.
M .B .
.E .,
A N,M
• Participated forecasting helps
PA N I
D in unity or integrating efforts and
N DRA
M. SU
co-ordination.
• Promotes the org. to realize the goals efficiently.

• Key to planning process in deciding the future actions to be

undertaken.
 Planning Vs. Forecasting
S. No. Criteria Planning Forecasting
More comprehensive More Specific
01. Nature
(Broad) (Narrow)
What, When, Who & Estimates future
02 Action
How? .B . Aevents
.
. E ., M
Important Ipart
A N,Mof Important part of
03. Part PA ND
S UNManagement
DR A Planning
M.
Large Human resources Less people involved
04. Resources to carry out planning. in forecasting
Middle / Lower level
05. Responsibility Top level Management Management
 Forecasting - Limitations

• Based on assumptions – inaccuracy

• Just indicates trends which may be., Mchanged

.B.A. due to lot of
, M .E
DIA N
A PA N
unpredictable. Senvironmental
UND
R factors.
M

• Time & cost involved – smaller firms can’t afford.

• Dilemma in selection of proper forecasting technique.

 Types of Forecasting
• Long Range Forecast
o 3 or more years
o Planning for new products, facility location or
. A.
expansion, R & D, capital, expenditures,
M .E ., M .B etc.
DIA N
A N
• Medium Range S UN DR
P
Forecast
A
M.
o Spans for 1 year but generally 3 months
o Purchasing, Job assignments,, scheduling work
forces, resources procurement etc.
• Short Range Forecast
 Types of Forecasting
• Short Range Forecast
Spans for 1 month or less
Weekly production plan, Monthly .A .
Stock audit,
., M .B
etc. NDIA N, M .E
R A PA
M. SUND
c.nm
f la
Iki
t
iotO Stepsid or Procedure for Forecasting
m
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nej ei
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ohiec ao
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fom
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defi to .B . A.
aov .E ., M
irf IA N,M
p/hre PA ND
ne UNDRA
poes glf M. S
rtrc
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pczs hae
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 Methods of Forecasting
• Qualitative Methods
o Jury of Executive Opinion
o Delphi Method
o Consumer Market Survey ., M.B.A.
, M .E
A N
o Sales Force Opinion
R A
DI
PA Composite
N
. S UND
M
o Scenario Building
o Judgment Decomposition
 Methods of Forecasting
• Quantitative Methods
o Time Series Method /Analysis
.B . A.
E ., M
o Econometric Forecasting
NDIA N,M .
RA PA
N D
M. SU
o Technological Forecasting
 Methods of Forecasting
• Quantitative methods
o Time Series Method /Analysis
.B . A.
.E ., M
* Simple MovingPAAverage
N DIA N, MMethod
N DRA
M. SU
* Weighted Moving Average Method

* Exponential Smoothing Method

 Methods of Forecasting
• Quantitative methods
o Econometric Forecasting
.B . A.
.E ., M
* Correlation Analysis
A NDIA N,M
RA P
N D
M. SU
* Regression Analysis
• Simple Linear Regression Analysis
• Multiple Linear Regression Analysis
 Quantitative Methods
Time Series Analysis
If ‘Y ‘is the forecast for time ‘t’, then the time series
analysis will be a function of forecasts for the previous
.B . A.
times. AN, M
.E ., M
A NDI
A P
i.e., Y = f (Y ,Y , Y ,…, Y0, t)
N DR
tM. SU t-I t-2 t-3

This time series analysis is good for short term

forecasting.
 Quantitative Methods
Time Series Analysis
a) Simple Moving Average Method

SMA = D1+D2+D3+…+D .B . A.
.E.n, M ,M
DIA N
A N
S UN
N DR A P
M.
where SMA = Simple Moving Average
Dn = Demand for nth previous or
past data
N = No. of all previous data
 Problem for Practice

Assume that in the past 4 sets of six months periods,

the demands for a certain company’sBproduct
.A.
were 200,
.E ., M.
IA N,M
150, 100 and 250. Using
A PA ND the simple moving average
NDR
M. SU
method, calculate the demand next set of six months.
 Quantitative Methods - Time Series Analysis
b) Weighted Moving Average Method

WMA = W1 D1+W2 D2+…+Wn Dn

.B . A.
where WMA = Weighted Moving ,M
Average
.E ., M
DIA N
PA N
Dn = DemandN for
DRAnth previous or
M. SU
past data
Wn = Weights assigned to the past demands
W1 + W 2 + … + W n = 1
 Problem for Practice

Lets us consider the sales for past 4 months are 2000,

1500, 1800 & 1950 respectively. The weights
B . A . are allocated as
., M .
,M .E
IA N
0.5, 0.25, 0.15 & 0.1Nrespectively.
D RA PA ND
M. SU
Calculate the demand for the next month.

WMA = W1 D1+W2 D2+…+Wn Dn

 Quantitative Methods - Time Series Analysis
c) Exponential Smoothing Method
Fa=  D (a -1) + (1-  )F (a-1) &
F(a-1) =  D(a-2) + (1- ) F(a-2)
.B . A.
.E ., M
where a = Time period ANDIAN, M
R A P
N D
F = Forecast
a M. S U for Demand period ‘a’
 = Smoothing constant for weighted factor
D(a-1) = Actual Demand for tie period (a-1)
 Quantitative Methods - Time Series Analysis
c) Exponential Smoothing Method
The generalized equation will be:

2.
Fa=  D (a -1) +  (1-  ) D (a-2) +M.E.(1-, M ) D (a-3)
.B . A
I A N ,
PA ND
+. SUN(1-
DRA ) D
3
(a-4) + … +  (1-  ) n-1
F (a-(n-1))
M
+ (1-  ) n F (a-n)
 Problem for Practice

Assume that laptop manufacturer sold 500, 400,

300 , 550, 350 and 450 units from January to June
.B . A.
.E ., M
respectively. The forecast NDIfor
A N January
,M was 600. If the
R A PA
. S UND
M
smoothing constant is assumed as 0.3, determine the
forecast for July.
 Quantitative Methods - Time Series Analysis
Solution:
Fa=  D (a -1) +  (1-  )D (a-2) + (1-  )2D (a-3) + (1-  )3D (a-4) +
…+ (1-  )n-1F (a-n) + (1-  ) n F(a-n)
. A. 2
Fa = 0.3 * 450+{ 0.3 * (1-0.3) * 350}, +{0.3
M .E ., * (1-0.3)
M .B * 550}
DIA N
A PA N
+ {0.3
M.
*S (1-0.3)
U N DR * 300}
3

+ {0.3 * (1-0.3) 4 * 400}

+ {0.3 * (1-0.3) 5 * 500} = ?
 Quantitative Methods
Econometric Analysis
The analyst find the ‘Cause & Effect” relationship
between the demand and the other phenomena related
.B . A.
the demand. AN, M
.E ., M
A NDI
R A P
SUN D
M.
This Analysis gives some insight into the various
factors affecting the demand and its effect on it.
 Quantitative Methods - Econometric Analysis
a) Correlation Analysis
The correlation coefficient is a measure of the extent
to which two variables are associated.
It shows how the knowledge/value.E ., M .B . A. of one factor is
N,M
useful for the prediction
R A
of
PA another
NDIA factor.
. S UND
M

C= (x- x ) * (y-y)
  (x-x)2 * (y-y)2
 Problem for Practice
A company’s monthly sales against the total no. of
visits made by the salesman during a particular period
are given below.
.B . A.
Sales : 15 40 50 85 100 A N,M .E ., M
A NDI
P
Visits : M.2SUN4DRA6 8 10

State whether the no. of visits can be correlated to the

sales .
 Quantitative Methods - Econometric Analysis
Solution:
C = (x - x) * (y - y)
  (x – x )2 * (y - y)2
x x-x (x-x)2 y y-y (y-y)2 .B . A.
(x-x)(y-y) 2
(x - x) (y -y)
2

.E ., M
IA N,M
15 2
PA ND
N DR A
40 S
M. 4U

60 6

85 8

100 10
2 2
x (x-x) (x -x) 2 y (y -y) (y - y) 2 (x - x)(y - y) (x-x) (y-y)
 Quantitative Methods - Econometric Analysis
a) Correlation Analysis
If C > 0, i.e., If C assumes a positive value, it means that
the factors a have a positive or directly proportional
influence on the demand. i.e., If C is.Apositive . the sales
, M .B
increases with the increaseDinIANno. , Mof
.E visits.
.
A PA N
R
S U N D
Similarly,Mif. C <0, or negative, the factor has negative
influence. i.e., no. of visits is inversely proportional.
If C = 0, then there is no correlation or no effect or
relationship between no. of visits and the sales of the
product.
 Quantitative Methods - Econometric Analysis
b) Regression Analysis
The regression analysis attempts to develop logical
linear relationship between two variables.
This relationship developed, not.Bonly. A. provide useful
.E ., M
forecast but also indicateAthe
NDIAcauses
N, M and factors leading the
RA P
forecasted value.
M. SU
N D

This analysis is applied where continuous forecast is

required and better than time series analysis.
 Quantitative Methods - Econometric Analysis
i) Simple Regression Analysis
The time, t is always the independent value and the other
factors are observed over the various time period.
Tt = b 0 + b t * t .E., M
.B . A.
IA N,M
ND
where Tt = Trend
SUN Dforecast
RA PA for time period ‘t’
M.
bt = Slope of the trend line
b0 = Slope of the trend line for time ‘0’
Quantitative Methods - Econometric Analysis
i) Simple Regression Analysis
bt = (n(t.Yt))- (t . Yt)
nt2- (t)2
B . A.
& b0 = Y – bt*t N,M .E ., M .
NDIA
A PA
where Yt = Observed
S UN DR value of time series at time period ‘t’
M.

Y = Average of the observed values for ‘n’ observations

t = Average time period for ‘n ‘observations
 Problem for Practice
The no. of plumbing repair jobs performed by a service
company for the last 9 months is listed below.
Mont
h Mar Apr May Jun Jul Aug
.B . A . Sep Oct Nov
.E ., M
IA N,M
PA ND
Jobs 353 387 . SU342
NDR 374
A 396 409 399 412 408
M

Forecast the no. of repair jobs the company will

perform in December using Least Square method.
 Quantitative Methods - Econometric Analysis
Month t Yt t * Yt t2
Solution:
Mar 1 353
Apr 2 387
May 3 342
Jun 4 374.E., M.B.A.
IA N,M
Jul RA PA5ND 396
. S UND
M Aug 6 409
Sep 7 399
Oct 8 412
Nov 9 408
Sum t Yt t * Yt t2
 Quantitative Methods - Econometric Analysis
ii ) Multiple Regression Analysis
In multiple regression, the regression variable is
assumed to be a function of or dependent on more than
A.
one variable. N,M .E ., M .B .
ND IA
PA
For eg. Sales
M. S Uof
N DRtires,
A
depends on the sales of cars,
cost of gasoline, economical rate, employment rate,
people’s buying power, etc.
This analysis is superior to simple regression.
 Course Content
Module II
  Process Planning, Aims of Process Planning, Steps to
B . A.
prepare the detailed Work Sheets N,
for
M .E .,Manufacturing
M . a given
NDIA
A PA
DR
Component, Break
M. Even Analysis, Forecasting, Purpose and
S UN

Methods of Forecasting, Time Series, Regression and

Correlation.