Title: Production and Operation Management.

Course Code: AIS:5105

Chapter: Four (Production Control)

Md. Nazmul Huda

Lecturer, Department of AIS

Email:[email protected]

Mobile:01734209836
 Production Planning and Control
Production Planning and control consist of three words viz, Production,
Planning and last of all Control.
Production is the process or procedure develop to transfer a set of
inputs like men, materials, capital information and energy into specified
set of out put like finished products and services in proper quantity and
quality.
Planning means forecasting about future i.e. what is to be done in
future.
Control invites and supervises operation with the aids of a control
mechanism that feedback information about the progress of work.
So production planning and control may be defined as `` the direction
and coordinating of the firms materials and physical facilities”
Interaction PPC and other functions
 Production Planning
Production planning has been defined as the technique of forecasting or
picturing ahead every step in a long series of separate operations, each step
to be taken in the right place, of the right degree, and at the right time, and
each operation to be done at maximum efficiency.
Production planning involves how a manufacturing plan is determined,
information issued for its execution, data collected and recorded, which will
enable the plant to be controlled through all its stages. A few definitions are
given here to have a clear understanding of the term “Production Planning”.

According to Bethel, At Water. Smith as;

“Production planning is a series of related and co-ordinated activities
performed by not one but several different departmental groups, each
activity being to systematize in advance the manufacturing efforts in its area.
According to Alford and Beatty as
The technique of forecasting or picturing ahead every step in a long
series of separate operations, each step to be taken in the right place
of the right degree and at the right time and each operation to be
done at maximum efficiency.”
 Levels of production Planning
Production planning can be done at three levels namely Factory Planning, Process Planning
and Operation Planning which are as follows:
Factory Planning:
At this level of planning, the sequence of work tasks is planned in terms of building
machines and equipment required for manufacturing the desired goods and services. The
relationship of workplaces in terms of departments is also planned at this stage took into
consideration the space available for the purpose. This stage deals with plant location and
layout.
Process Planning:
There are many operations involved in factory planning for transforming the inputs into
some desired end product. In process planning these operations are located and the
sequence of these operations in the production process is determined, Plans are also made
for the layout of work centers in each process.
Operation Planning:
It is concerned with planning the details of the methods required to perform each operation
viz. selection of work centers, designing of tools required for various operations. Then the
sequences of work elements involved in each operation are planned. Specifications about
each transfer, work centers, nature of tools required and the time necessary for the
completion of each operation are prescribed.
 Basic information needed for effective production Planning

1. Engineering data
2. Machine analysis
3. Material analysis
4. Power consumption , internal transportation and material handling
5. Job analysis
6. Customer order handling, Delivery and lead time.
 Scope of Production Planning and Control
1. Materials
2. Manpower
3. Methods
4. Machine and equipment
5. Routing
6. Estimating
7. Scheduling
8. Dispatching
9. Expediting
10. Inspection
11. Evaluating
12. Cost control
 Production Control
Production control is some scientific procedure to regulate an orderly flow of
material and co-ordinate various production operations to accomplish the
objective of producing desired item. In right quantity of desired quality at
the required time by the best and the cheapest method i.e., to attain highest
efficiency in production.
According to Fayol, “Control consists in verifying whether everything occurs
in conformity with the adopted plan and established principles. The
objective of control is to point out weaknesses and shortcomings, if any, in
order to rectify them and prevent recurrence. It operates on everything viz.
material, equipment, men, operations etc. For control to be effective, it must
be applied within reasonable time and be followed-up sanctions.”
Mary Gushing Niles, “Control is maintaining a balance in activities to wards a
goal or set of goals evolved during production planning.”
 Input Process Output

Corrective Action
Feedback
(If necessary)

Figure: Production Control

Steps of Production Controlling
 1. Routing
Routing is the first step in production planning and control. Routing can be defined as the process of
deciding the path (route) of work and the sequence of operations.
Routing fixes in advance:

✓ The quantity and quality of the product.

✓ The men, machines, materials, etc. to be used.
✓ The type, number and sequence of manufacturing operations, and
✓ The place of production.
• In short, routing determines ‘What’, ‘How much’, ‘With which’, ‘How’ and ‘Where’ to produce.

Routing may be either very simple or complex. This depends upon the nature of production. In a
continuous production, it is automatic, i.e. it is very simple. However, in a job order, it is very
complex.
Routing is affected by the human factor. Therefore, it should recognize human needs, desires and
expectations. It is also affected by plant-layout, characteristics of the equipment, etc.
The main objective of routing is to determine (fix) the best and cheapest sequence of operations
and to ensure that this sequence is followed in the factory
 2. Scheduling
Scheduling is the second step in production planning and control. It comes
after routing.
Scheduling means to:
❖Fix the amount of work to do.
❖Arrange the different manufacturing operations in order of priority.
❖Fix the starting and completing, date and time, for each operation.

Scheduling is also done for materials, parts, machines, etc. So, it is like a
time-table of production. It is similar to the time-table, prepared by the
railways.
• Time element is given special importance in scheduling. There are different
types of schedules; namely, Master schedule, Operation schedule and Daily
schedule.
 Scheduling Techniques
The basic scheduling techniques are:
1. The Grant Chart/ Bar chart
2. The flow chart
3. The Line Balancing
4. PERT and CPM
 3. Dispatching
Dispatching is the third step in production planning and control. It is the action, doing
or implementation stage. It comes after routing and scheduling.
Dispatching means starting the process of production. It provides the necessary
authority to start the work. It is based on route-sheets and schedule sheets.
• Dispatching includes the following:
1. Issue of materials, tools, fixtures, etc., which are necessary for actual production.
2. Issue of orders, instructions, drawings, etc. for starting the work.
3. Maintaining proper records of the starting and completing each job on time.
4. Moving the work from one process to another as per the schedule.
5. Starting the control procedure.
6. Recording the idle time of machines.
Dispatching may be either centralized or decentralized:
➢Under centralized dispatching, orders are issued directly by a centralized authority.
➢ Under decentralized dispatching, orders are issued by the concerned department
 4. Follow-up
Follow-up or Expediting is the last step in production planning and control. It
is a controlling device. It is concerned with evaluation of the results.
• Follow-up finds out and removes the defects, delays, limitations,
bottlenecks, loopholes, etc. in the production process. It measures the
actual performance and compares it to the expected performance. It
maintains proper records of work, delays and bottlenecks. Such records are
used in future to control production.
• Follow-up is performed by ‘Expediters’ or ‘Stock Chasers’.
• Follow-up is necessary when production decreases even when there is
proper routing and scheduling. Production may be disturbed due to break-
downs of machinery, failure of power, shortage of materials, strikes,
absenteeism, etc
 Gantt chart
Gantt charts have been invented by Henry Gantt, an American mechanical engineer, around
1910.
A Gantt chart is a project management tool assisting in the planning and scheduling of
projects of all sizes, although they are particularly useful for simplifying complex projects.
Project management timelines and tasks are converted into a horizontal bar chart, showing
start and end dates, as well as dependencies, scheduling and deadlines, including how much
of the task is completed per stage and who is the task owner. This is useful to keep tasks on
track when there is a large team and multiple stakeholders when the scope changes.

As it's in a bar chart format it is possible to check on progress with a quick glance. You
can easily see:
• a visual display of the whole project,
• timelines and deadlines of all tasks,
• relationships and dependencies between the various activities,
• project phases
 Advantages and Disadvantages of Gantt Chart
• Advantages of Gantt Chart
Here are is list of advantages of Gantt Chart. Undoubtedly Project mangers are more benefited with
Gantt Charts. The Visual representation of the Chart will help easy to understand. And best tool for
effective Project and Time Management.
1. It is to represent the Project schedules and Activities
2. Easy to represent Tasks, Sub-tasks, Milestones and Projects Visually on a Graph
3. Clear visibility of Dates and Time Frames
4. It helps to see the Plans by Day, Week, Month, Quarter and Year
5. Helps to effectively mange the Team
6. And it helps in efficient Time Management
7. Easy to group all sub tasks under a main task
8. Also, we can see the Team Members and their responsible tasks
9. Easy to Check the Project Status
10. We can See the Completed % of Tasks
11. Tasks in Progress and Pending work is clearly visible on Stacked Bars
12. Helps Managers to easily coordinate with the teams
13. Gantt chart is good tool for presenting in Team Meetings
 Disadvantages of Gantt Chart
Here are is list of disadvantages of Gantt Chart. It requires more efforts and
skills to prepare a Gantt format. And managing the graph is very tedious job.

1. Require more efforts for Creating and Managing the Chart

2. Updating a Chart is Very Time Consuming
3. All Tasks are not visible in a single view of a Gantt
4. Need to scroll and Click additional buttons to view remaining items
5. Stacks represents only the time and not the hours of the work
6. Not easy to re align the tasks from on section to another
7. Not easy to calculate the aggregates
 Short notes on
1. Route sheet
2. Activity
3. Event
4. Slack time
5. Critical path
6. Dummy activity
Distinguish PERT vs. CPM
 Time estimates in PERT
Under the Program Evaluation and Review Techniques (PERT) , three
time estimates are usually employed . These are
1. The optimistic time(to/a): shortest time
2. The pessimistic time(tp/b): Largest time
3. The most likely time(tm/m): Best estimates

𝑡𝑜+4𝑡𝑚+𝑡𝑝 𝑎+4𝑚+𝑏
Time duration(te)= =
6 6
𝑏−𝑎
• Standard deviation= α=
6
 Prob:1
Draw a network diagram from the following particulars:
Activities Immediate Processors
A --
B --
C A
D B
E A
F B
G C,D
H G,F
I E
J H,I
K J
 Prob:2
A small maintenance projects consists the following 10 jobs whose president
relationships are identified by their node numbers
job Immediate Estimated time
Processors durations(Day)
A (1,2) 4
B (2,3) 6
C (2,4) 10
D (3,5) 8
E (3,6) 2
F (4,6) 12
G (4,7) 4
H (5,8) 16
I (6,8) 14
J (7,8) 8
Requirements:
1. Draw an Arrow diagram;
2. Which jobs are critical?
3. How much slack job (3,5), (4,6 ) and (7,8) jobs?
4. Calculate early and latest start and finished times for each jobs.
 Prob:3
From the following figures draw a network diagram, identify the length of each
path. Which path is critical for completion of the project also find our the slack
of each path. Estimated times
Activity to tm tp
1-2 2 5 14
1-6 2 5 8
2-3 5 11 29
2-4 1 4 7
3-5 5 11 17
4-5 2 5 14
6-7 3 9 27
5-8 2 2 8
7-8 7 13 31
 Prob:4
From the following table gives the activities for a construction project and relevant
information are :
Activity Duration
1-2 20
1-3 25
2-3 10
2-4 12
3-4 6
4-5 10

Requirements:
1. Draw network for the project;
2. Find our Critical path;
3. Determine ES, EF also LS and LF