Download Production Planning

PRODUCTION PLANNING & CONTROL SYSTEMS
1- Functions of Production Planning and Control .
Ans. Planning in organizations and public policy is both the organizational process of creating and
maintaining a plan; and the psychological process of thinking about the activities required to create a
desired goal on some scale. As such, it is a fundamental property of intelligent behavior. This thought
process is essential to the creation and refinement of a plan, or integration of it with other plans, that is, it
combines forecasting of developments with the preparation of scenarios of how to react to them. An
important, albeit often ignored aspect of planning, is the relationship it holds
with forecasting. Forecasting can be described as predicting what the future will look like, whereas
planning predicts what the future should look like.[1]
The term is also used for describing the formal procedures used in such an endeavor, such as the
creation of documents, diagrams, or meetings to discuss the important issues to be addressed, the
objectives to be met, and the strategy to be followed. Beyond this, planning has a different meaning
depending on the political or economic context in which it is used.
Two attitudes to planning need to be held in tension: on the one hand we need to be prepared for what
may lie ahead, which may mean contingencies and flexible processes. On the other hand, our future is
shaped by consequences of our own planning and actions.
The counterpart to planning is spontaneous order. Planning is a process for accomplishing purposes. It is
a blue print of business growth and a road map of development. It helps in deciding objectives both in
quantitative and qualitative terms. It is setting of goals on the basis of objectives and keeping in the
resources.
[edit]What
should a plan be?
A plan should be a realistic view of the expectations. Depending upon the activities, a plan can be long
range, intermediate range or short range. It is the framework within which it must operate. For
management seeking external support, the plan is the most important document and key to growth.
Preparation of a comprehensive plan will not guarantee success, but lack of a sound plan will almost
certainly ensure failure.
Planning - a result-oriented process - can be summarized in 3 easy steps:
1. choosing a destination, 2. evaluating alternative routes, and 3. deciding the specific course of
your plan.
2- Organization structure for production Deptt.
Ans. An organizational structure consists of activities such as task allocation, coordination and
supervision, which are directed towards the achievement of organizational aims. [1] It can also be
considered as the viewing glass or perspective through which individuals see their organization and its
environment.[2]
Organizations are a variant of clustered entities.[citation needed]
An organization can be structured in many different ways, depending on their objectives. The structure of
an organization will determine the modes in which it operates and performs.
Organizational structure allows the expressed allocation of responsibilities for different functions and
processes to different entities such as the branch, department, workgroup and individual.
Organizational structure affects organizational action in two big ways. First, it provides the foundation on
which standard operating procedures and routines rest. Second, it determines which individuals get to
participate in which decision-making processes, and thus to what extent their views shape the
organization’s actions.[2]
3- Process Charts .
Ans. A flowchart is a type of diagram that represents an algorithm or process, showing the steps as
boxes of various kinds, and their order by connecting these with arrows. This
diagrammatic representation can give a step-by-step solution to a given problem. Process operations are
represented in these boxes, and arrows connecting them represent flow of control. Data flows are not
typically represented in a flowchart, in contrast with data flow diagrams; rather, they are implied by the
sequencing of operations. Flowcharts are used in analyzing, designing, documenting or managing a
process or program in various field. Flowcharts are used in designing and documenting complex
processes. Like other types of diagram, they help visualize what is going on and thereby help the viewer
to understand a process, and perhaps also find flaws, bottlenecks, and other less-obvious features within
it. There are many different types of flowcharts, and each type has its own repertoire of boxes and
notational conventions. The two most common types of boxes in a flowchart are:

a processing step, usually called activity, and denoted as a rectangular box

a decision, usually denoted as a diamond.
A flowchart is described as "cross-functional" when the page is divided into different swimlanes describing
the control of different organizational units. A symbol appearing in a particular "lane" is within the control
of that organizational unit. This technique allows the author to locate the responsibility for performing an
action or making a decision correctly, showing the responsibility of each organizational unit for different
parts of a single process.
Flowcharts depict certain aspects of processes and they are usually complemented by other types of
diagram. For instance, Kaoru Ishikawa defined the flowchart as one of the seven basic tools of quality
control, next to the histogram, Pareto chart, check sheet,control chart, cause-and-effect diagram, and
the scatter diagram. Similarly, in UML, a standard concept-modeling notation used in software
development, the activity diagram, which is a type of flowchart, is just one of many different diagram
types.
Nassi-Shneiderman diagrams are an alternative notation for process flow.
Common alternate names include: flowchart, process flow chart, functional flow chart, process map,
process chart, functional process chart, business process model, process model, process flow diagram,
work flow diagram, business flow diagram.
4- Aggregate Planning Process
5- Material Requirement Planning.
6- Gantt Scheduling Chart .
Ans. Henry Laurence Gantt, A.B., M.E. (1861 – 23 November 1919) was an Americanmechanical
engineer and management consultant who is most famous for developing theGantt chart in the 1910s.
These Gantt charts were employed on major infrastructure projects including the Hoover
Dam and Interstate highway system and continue to be an important tool in project management.[1] Gantt
was born in Calvert County, Maryland. He graduated from McDonogh School in 1878 and then went on
to Stevens Institute of Technology in New Jersey.
He then worked as a teacher and draughtsman before becoming a mechanical engineer. In 1887, he
joined Frederick W. Taylor in applying scientific management principles to their work at Midvale
Steel and Bethlehem Steel—working there with Taylor until 1893. In his later career as a management
consultant—following the invention of the Gantt chart—he also designed the 'task and bonus' system of
wage payment and additional measurement methods worker efficiency and productivity.
In 1916, influenced by Thorsten Veblen he set up the New Machine, an association which sought to apply
the criteria of industrial efficiency to the political process. [2]
Henry Gantt is listed under Stevens Institute of Technology alumni.
The American Society of Mechanical Engineers (ASME) awards an annual medal in honor of Henry
Laurence Gantt.[
7- Methods of Line Balancing .
8- Limited Scheduling Systems .
9- Distinguish between Job Shop and Project
Ans. A number of jobs have to be done and every job consists of using a number of machines for a
certain amount of time. The problem is to find the best planning to do all the jobs on all the different
machines in the shortest period of time.
Although a job can have any number of operations, the most common formulation of the job shop
problem specifies that each job has exactly 'n' operations, one on each machine.
The job shop process differs from flow shop process in that the flow of work is not unidirectional in job
shop, hence it is one of the complex scheduling problems.
[edit]References
1) principles of sequencing and scheduling by Kenneth R Baker et.al.
[edit]Statement
Let
of the problem
and
the industrial origins of the problem, the
be two finite sets. On account of
are called machines and the
are called jobs.
Let
denote the set of all sequential assignments of jobs to machines, such that every job is done by
every machine exactly once; elements
may be written as
matrices, in which column
lists the jobs that machine
will do, in order. For example, the matrix
means that machine
machine
will do the three jobs
will do the jobs in the order
in the order
, while
.
Suppose also that there is some cost function
. The cost function may be
interpreted as a "total processing time", and may have some expression in terms of
times
, the cost/time for machine
The job-shop problem is to find an assignment of jobs
that is, there is no
[edit]The
such that
to do job
such that
.
is a minimum,
.
problem of infinite cost
One of the first problems that must be dealt with in the JSP is that many proposed solutions have
infinite cost: i.e., there exists
such that
. In fact, it is quite simple to
concoct examples of such
by ensuring that two machines will deadlock, so that each waits for
the output of the other's next step.