Production Control

Chapter 21
Types of Manufacturing Industries..

 Manufacturing is a huge component of the modern

economy. Everything from knitting to oil extraction to steel
production falls under the description of manufacturing.
The concept of manufacturing rests upon the idea of
transforming raw materials, either organic or inorganic,
into products that are usable by society. The American
Bureau of Labor Statistics classifies manufacturing into
hundreds of subfields and sub-subfields. This list will
simplify these into six general sectors.
Types of Manufacturing Industries..

 Clothing and Textiles

• Clothing and textiles are based around the processing of raw wool to
make cloth, as well as knitting and sewing these to make garments.
This industry includes tailors and all involved with fabric and sewing. It
also includes all uses of wool and other raw products to make towels
and sheets. Synthetics such as polyester are included under chemical
manufacturing. The material, not the product, is at the center of
defining this sector.

 Petroleum, Chemicals and Plastics

• This sector is involved in changing chemicals, coal and crude oil into
usable products. Parts of this sector include the making of soaps,
resins, paints and pesticides. This also includes the manufacturing of
medicines. Rubber manufacturing is considered a part of plastic work.
Of course, it also includes the use of crude oil to make certain plastics,
as well as gasoline and other chemicals.
Types of Manufacturing Industries..

 Electronics, Computers and Transport

• These fields are closely related, though usually they
are treated as different fields. Many products in this
field use electric power, and all use a power source.
This field includes all appliances and micro-
processors, semi-conductors and chips. It also
includes all audio-visual equipment. The transportation
sector is self-defining, including all automobiles, trains
and planes that do not fall under other sectors, such
as metal work or chemical manufacturing.
Types of Manufacturing Industries..

 Food
• Food, agriculture and livestock-raising is the simplest of all
manufacturing industries. The inclusion of agriculture today into
manufacturing shows how agriculture has changed over the years,
imitating more a factory for food production than an organic-style farm
of centuries ago. This sector includes all forms of food production,
from the farm to the dinner table, including things like canning and
purifying.

 Metals
• Along with oil and chemical manufacturing, metals also are part of
what is often called "heavy industry," while the remainder of the
sectors are occasionally called "light industry," or "consumer-oriented
industry." Metals includes all iron, aluminum and steel manufacturing,
as well as the skills of forging, engraving, coating and stamping.
Types of Manufacturing
Industries
 Wood, Leather and Paper
• These products are all rather simple to define and
understand. Wood includes all forms of manufacturing
floors or housing, as well as sawing and laminating.
Leather includes all tanning and curing (while the
creation of leather clothes falls under textiles). The
paper process is typified by the cleansing of raw wood
pulp into paper products of various kinds.
FACTORS DETERMING PRODUCTION
CONTROL PROCEDURES..
 Nature of Production
• The manufacturing firms are classified are
intermittent, continuous or composite
production firms, depending on the length of
processing time without set up changes.

• Production control procedure is comparatively

simpler in the continuous flow process
operation than in intermittent, multi-operation
production.
FACTORS DETERMING PRODUCTION
CONTROL PROCEDURES..
 In case of continuous flow process operation, for example, found in
petrochemical, soap and synthetic fiber industries, routing is
standardized, quality control is highly developed and planning for raw
materials , finished goods inventory levels and markets is extremely
important.

 The production control function in such industries, is generally

embodied in the process equipment itself. In case of intermittent, multi
operation production, found in case of manufacture of hand tools, toys,
automobile spares etc, a great variety of material is used in many ways
and for many purposes. The products consist of a large number of
parts and sub-assemblies. The production control procedures become
complex and sophisticated in order to ensure proper sequence of
operation and performing these operations at the right time and the
right place.
FACTORS DETERMING PRODUCTION
CONTROL PROCEDURES..
 A large number of manufacturing plants
include both intermittent and continuous
processes and are classified as composite or
combination operations .Such a plant may
have sub assembly departments making parts
in a continuous operation, while the final
assembly department works on an intermittent
basis. (as in the furniture and custom
packaging industries)
Complexity of Operations
 Generally, the complexity of production planning and control function increases
with the increases in the variety of operations .Factors affecting the complexity
of production control procedures are :

1. Number of ultimate parts in the end product.

2. Number of different operations on each part.

3. Extent to which processes are dependent on the completion of previous

operations.

4. Variations in production rates of machines used in the process.

5. Number of discrete parts and sub-assemblies.

6. Degree to which customers orders with specific delivery dates occur.

7. Receipt of many small lot orders.


Magnitude of Operations
 The size of operation (i.e time taken to
complete an operation) and the distance
traveled by the parts from operation to
operation are important in establishing proper
production control procedures.

 Generally, the need is greater for centralized

production control organizations and for formal
procedures as the size of the operation
increases and the dependent operations are
more physically separated.
Production capacity
 Capacity refers to the production
capability potential (output) of a plant,
machine or work centre in agiven period
of time.
 Capacity is created from availability of
resources such as machines, time,
(labor), space and facilities that require
capital investment by the firm
Production capacity
 Output capacity – no. of garments/ parts

 Input capacity - no. of mints/ hrs/ day

Factors affecting output
capacity
 Space utilization
 Equipment type, configuration and uses

 The size, skill, versatility and productivity

of the labor force
 Product variation

Output may be increased or decreased

with the change of any of this variable
Capacity definition
 Maximum capacity
• Total hrs available under normal conditions in
a given period of time
 Potential capacity
• Maximum capacity adjusted for efficiency
 Committed capacity
• Total hours previously allocated for
production during a certain time period
Capacity definition
 Available capacity
• Difference between potential capacity and
committed capacity for a certain time period
 Required capacity
• SAHs (Standard allowed hours) necssary
Production standard
 A production standard is a rate, stated in SAM or
SAH, that reflects the time required for a normal
operator to complete one operation using a specific
method.
 The production standard is also an indicator of how
many times the operation can be completed in an
hour.
 A total of production standards of each style
indicates the time required (Minimum through put
time) to produce a specific style.
 Production standards are used in production planning to do the
following:

• Estimate the rate or time for completion of each operation

• Determine the required capacity for an order or style
• Determine production start dates and completion dates for orders
• Plan the daily volume that should be completed
• Determine the backup inventory needed to support the work flow
• Determine how many operators and machines should be performing
each operation
• Schedule specialized equipment
• Balance work flow between departments and work centers
• Monitor production delays and
• Assess the performance of individual operators
Style A Assembly operations
and production standards:
 Operation 1 = 0.35 SAM
 Operation 2 = 0.45 SAM
 Operation 3 = 0.50 SAM
 Operation 4 = 0.75 SAM
 Operation 5 = 0.55 SAM
 Operation 6 = 0.90 SAM
 Operation 7 = 0.60 SAM
 Operation 8 = 0.50 SAM
 Operation 9 = 0.40 SAM

 Total production Time = 5.00 SAM

 Based on the production standards, operation
6 is the potential bottleneck that requires the
most time.
 If 2 operators and machines were assigned to
operation 6, it would no longer be the
bottleneck.
 Operation 4 might then become the bottleneck.
 Production standards used with volume
requirements enable planners to determine
equipment and operator requirements, load the
plant and schedule production.
Managing Plant Capacity
 Routing, loading and scheduling are
systems often referred to as shop floor
controls. They involve the input of styles
into the production process and provide
managers with information necessary to
make timely decisions related to
activities on the sewing floor.
 Routing
• It provides the bridge between long range
production planning and execution.
 Balancing
• Balancing of workload is essential to utilize
both labor and equipments to maintain an
effective level of productivity
Learning Curve application
 The learning curve, also called an
experience curve, start up curve, or
progress function, is a factor in
production planning and scheduling.
 The learning curve is a scale of on which
proficiency of completing a task is
related to the frequency of completing a
task.