Production Planning and Control
Copyright
About the author
Preface
Acknowledgments
Abbreviations used in the book
Useful computer software
Systematic layout planning (Chapter 18)
JIT And Kanban (Chapter 26)
Manufacturing resource planning (Chapter 31)
Critical path method (Chapter 32)
Computer-integrated production management systems (Chapter 33)
1 Elements of production planning and control
1.1 Production planning and control
1.2 Role and scope of production planning and control
1.3 Objectives of production planning and control
1.4 Functions of production planning and control
1.5 Phases of production planning and control
1.5.1 Preplanning phase
1.5.2 Planning phase
1.5.3 Control phase
1.6 Functions of production planning
1.7 Definitions of production planning
1.8 Long-range versus short-range planning
1.9 Elements of production control
1.10 Functions of production control
1.11 Definitions of production control
1.12 The essential steps in control activity
1.13 The elements of production control
1.14 Factors contributing to the complexity of control
1.15 Observation–analysis–action–evaluation cycle of control procedure
1.16 Duties of a production controller
1.17 Advantages of robust production control
1.18 Checklist of information required for production control function
1.19 Data versus information per http://www.diffen.com
1.20 Data definitions per http://searchdatamanagement.techtarget.com
1.21 Production planning versus production control
1.22 Benefits of production planning and control
1.22.1 Benefits to consumers
1.22.2 Benefits to the producer
1.22.3 Benefits to investors
1.22.4 Benefits to suppliers
1.22.5 Benefits to community
1.22.6 Benefits to the nation
1.23 Industrial engineering versus production planning and control
1.24 Conclusion
Further reading
2 Factory planning
2.1 Factory management
2.2 Factory planning
2.3 Characteristics of factory planning
2.3.1 Forecasting
2.3.2 Definite purposes and goals
2.3.3 An optimal choice among alternatives
2.3.4 Continuous and flexible process
2.3.5 Pervasive
2.3.6 Interdependent and consistent
2.3.7 Time dependent
2.4 The two aspects of factory planning
2.5 Definitions for factory planning
2.6 The six stages of factory planning
2.7 Metroplan production management
2.8 Management objectives for factory planning
2.9 Systems engineering and factory planning
2.10 Conclusion
Further reading
3 Factors for production
3.1 The concept of production
3.2 Factors of production
3.3 Characteristics of land
3.4 Characteristics of labor
3.4.1 Ability of the labor
3.4.2 Effective use of the labor force by the employer
3.5 Functions of capital
3.5.1 Forms of capital
3.6 Characteristics of machinery
3.6.1 Advantages of machinery
3.6.2 Automation
3.6.3 Disadvantages of machinery
3.7 Types of economic utilities
3.8 Functions of entrepreneurship
3.8.1 Entrepreneurial functions
3.8.2 Managerial functions
3.8.3 Promotional functions
3.8.4 Commercial functions
3.9 Economies of scale
3.10 Factors for the size of an undertaking
3.11 Classes of industries
3.11.1 Cottage industry
3.11.2 Micro and small business
3.11.3 Small-scale industries
3.11.3.1 Characteristics of small-scale industry
3.11.3.2 Advantages of small-scale industries
3.11.4 Large-scale industries
3.11.4.1 Characteristics of large-scale industry
3.11.4.2 Advantages of large-scale production
3.11.4.3 Limitations of large-scale industries
3.12 Conclusion
Further reading
4 Production system
4.1 Elements of production system
4.2 Production as a system
4.3 What is a system?
4.4 Definition of a system
4.5 Types of systems
4.6 Components of a system
4.6.1 Input
4.6.2 Conversion process
4.6.3 Output
4.7 Elements of control in system approach
4.8 Effect of environment on the systems
4.9 Open and closed systems
4.10 Systems and subsystems
4.11 Relationship between the systems and subsystems
4.12 Combination of subsystems
4.13 The management cube
4.14 Planning pyramid
4.15 Information flow
4.15.1 Operating data
4.15.2 Control data
4.15.3 Planning data
4.16 Summary of the features of management as a system
4.17 Conclusion
Further reading
5 The concept of productivity
5.1 The concept of productivity
5.2 Some definitions on productivity
5.3 Productivity versus production
5.4 The input–output concept
5.5 Indices of productivity
5.6 Connotations of productivity
5.7 Levels of productivity measurement
5.8 Factors that drive productivity growth
5.9 How to increase productivity?
5.10 Stewart’s 12-step productivity improvement strategy
5.11 Sumant et al.’s productivity improvement techniques
5.12 The benefits of higher productivity
5.13 Productivity and standard of living
5.14 Work study and productivity
5.15 Some synonyms of method study
5.16 Components of method study and work measurement
5.17 Work measurement
5.18 Operational standard times
5.19 Standard declaration form
5.20 Method improvement is a continuous process
5.21 Conclusion
Further reading
6 Organization for production planning and control
6.1 Why organization
6.2 What is to be organized in the production planning and control function?
6.3 Principles of organization
6.4 Classes of organizational structures
6.5 Types of organization structures
6.6 Centralized organization
6.7 Decentralized organization
6.8 Matrix type of organization
6.9 General functions of production planning and control teams in medium- and large-scale units
6.10 Factors that shall be considered for deciding the manpower requirement
6.11 Size and type of an organization
6.12 Conclusion
7 Terminology used in Japanese management practices
7.1 Introduction
7.2 Some of the terminologies cited in this chapter
7.3 History of development of Japanese management practices
7.4 Quality circles
7.5 Kaizen
7.5.1 Kaizen versus innovation
7.6 Genchi genbutsu
7.7 Nemawashi
7.8 Heijunka
7.9 3 Mu checklists
7.10 4 M checklist
7.11 Four wives and one husband
7.12 Cost reduction through elimination of waste
7.13 Five management objectives of factory management
7.14 5 Zu’s
7.15 Poka yoke
7.16 Andon and hanedashi
7.17 Jidhoka
7.18 Chaku chaku
7.19 5 S
7.19.1 Seiri (straighten up)
7.19.2 Seiton (put things in order)
7.19.3 Seiso (clean up)
7.19.4 Seiketsu (personnel cleanliness)
7.19.5 Shitsuke (discipline)
7.20 Six Sigma
7.21 Gemba walk
7.22 Warusa kagen
7.23 Single-minute exchange of die
7.24 Just in time
7.25 Kanban
7.26 Hoshin kanri
7.27 Nichijo kanri
7.28 Kata
7.29 Total productive maintenance
7.30 Pecha-kucha
7.31 Dakaranani
7.32 Kanso, shizen, and shibumi
7.33 Okya kusoma
7.34 Conclusion
Further reading
8 Fundamentals of statistics—part I
8.1 Definition of statistics
8.2 Role of statistics in analysis
8.3 Role of statistics in production planning and control
8.4 Limitation of statistics
8.5 Elements of statistical techniques
8.6 Methods of collecting data
8.7 Data classification
8.8 Data presentation
8.9 Population versus sample
8.9.1 Population
8.9.2 Sample
8.10 Attributes and variables
8.11 Graphs
8.11.1 Principles of graph construction
8.11.2 Class interval
8.11.3 Class limits
8.11.4 Class mark
8.12 Single-dimensional diagrams—bar charts
8.12.1 Simple bar charts
8.12.2 Component bar charts
8.12.3 Percentage component bar chart
8.12.4 Multiple bar charts
8.12.5 Two-dimensional diagrams
8.12.6 Pie diagrams
8.12.7 Doughnut diagrams
8.12.8 Pictograms
8.13 Innovative graphs
8.14 Frequency graphs
8.14.1 Histograms
8.14.2 Frequency polygon
8.14.3 Frequency curve
8.15 Ogive
8.16 Z chart
8.17 Lorenz curves
8.17.1 Application of Lorenz curves
8.18 Frequency distribution
8.19 Central tendency
8.20 Measures of central tendency
8.21 Mean or an average
8.22 Arithmetic mean
8.22.1 Calculation of arithmetic mean
8.22.2 Characteristics of arithmetic mean
8.22.3 Advantages of arithmetic mean
8.22.4 Disadvantages of arithmetic mean
8.23 Geometric mean, quadratic mean, and harmonic mean
8.24 Median
8.24.1 Definition
8.24.2 Calculation from ungrouped data
8.24.3 Calculation from grouped data
8.24.4 Characteristics of a median
8.24.5 Advantages of median
8.24.6 Disadvantages of median
8.25 Mode
8.25.1 Definition
8.25.2 Characteristics of mode
8.25.3 Advantages of mode
8.25.4 Disadvantages of mode
8.26 Dispersion
8.27 Range
8.27.1 Characteristics of range
8.28 Mean deviation
8.28.1 Characteristics of mean deviation
8.28.2 Computation of mean deviation
8.29 Standard deviation
8.29.1 Computation of σ from ungrouped data
8.29.2 Computation of σ from grouped data
8.29.3 Characteristics of standard deviation
8.30 Skewness
8.31 Kurtosis
8.32 Conclusion
Further reading
9 Correlation and probability theory
9.1 Correlation
9.2 Scatter diagram
9.3 Coefficient of correlation
9.4 Types of correlation
9.4.1 Positive perfect correlation
9.4.2 Positive correlation
9.4.3 Low positive correlation
9.4.4 No correlation
9.4.5 Low negative correlation
9.4.6 Negative correlation
9.4.7 Perfect negative correlation
9.5 Regression
9.5.1 Relationship between correlation and regression
9.5.2 Method of least squares
9.6 Sampling theory
9.6.1 Introduction
9.6.2 Random number tables
9.6.3 The sampling process
9.6.4 Sampling methods
9.6.5 Factors for selection
9.6.6 Frequency of sampling
9.6.7 Estimating the sample size
9.6.8 Factors that influence the sample size
9.7 Probability
9.8 Laws of probability
9.8.1 The law of addition
9.8.2 Mutually exclusive versus mutually nonexclusive
9.8.3 Law of multiplication
9.8.4 Law of conditional probability
9.9 Conclusion
Further reading
10 Forecasting
10.1 Introduction
10.2 The need for forecasting
10.3 Definitions of forecasting
10.4 Basic steps of forecasting
10.5 Characteristics of a good forecast
10.6 Short-term, medium-term, and long-term forecasts
10.7 Techniques of forecasting
10.8 Qualitative forecasting methods
10.9 Quantitative forecasting methods
10.10 Detailed explanation of the forecasting techniques
10.11 Qualitative or judgmental forecasting methods
10.11.1 Opinion survey
10.11.2 Aided judgment
10.11.3 Judgmental bootstrapping
10.11.4 Jury of executive opinion
10.11.5 Delphi technique
10.11.6 Prediction markets
10.11.7 Marketing trials
10.11.8 Market research
10.11.9 Simulated interaction
10.12 Quantitative forecasting techniques
10.12.1 Discrete event simulation
10.12.2 Group method of data handling
10.12.3 Reference class forecasting
10.12.4 Quantitative analogies
10.12.5 Game theory
10.12.6 Data mining
10.12.7 Conjoint analysis
10.12.8 Causal models
10.12.9 Segmentation
10.12.10 Cross-sectional forecasting
10.13 Life cycle effect on forecasting
10.14 Forecasting errors
10.15 Costs of forecasting
10.16 Tracking signals in forecasting
10.17 International symposia on forecasting
10.18 Conclusion
Further reading
11 Trend analysis in forecasting
11.1 Introduction
11.2 Simple empirical methods
11.2.1 Naïve forecasting
11.2.2 Seasonal naïve approach
11.2.3 Average approach
11.2.4 Drift approach
11.3 Statistical methods in forecasting
11.3.1 Moving annual total method
11.3.2 Weighted moving annual total forecasting
11.3.3 Rule-based forecasting
11.3.4 Exponential smoothing
11.3.5 Kalman filtering
11.3.6 Autoregressive–moving-average model
11.3.7 Autoregressive integrated moving average model
11.3.8 Box–Jenkins method
11.3.9 Winter’s method for series with seasonality
11.4 Time series forecasting
11.5 Trend analysis and correlation
11.6 Trend analysis methods
11.7 Trend projection method
11.8 Extrapolation
11.9 Seasonal and cyclic fluctuations
11.9.1 Seasonal fluctuations
11.9.2 Cyclic fluctuations
11.9.3 Random fluctuations
11.10 Least-square method
11.10.1 The least-squares straight line
11.10.2 The least-squares parabola
11.10.3 Multiple regression least-squares
11.11 Merits and limitations of trend analysis
11.11.1 Merits
11.11.2 Limitations
11.12 Conclusion
Further reading
12 Decision theory
12.1 Decision theory
12.2 Problem analysis and decision-making
12.3 Characteristics of decision-making
12.4 Situations under which decisions are taken
12.4.1 Decision-making under certainty
12.4.2 Decision-making under uncertainty
12.4.3 Decision-making under risk
12.4.4 Decision-making under conflicts
12.5 Classifications of decisions
12.5.1 Organizational and personal decisions
12.5.2 Routine and strategic decisions
12.5.3 Policy and operative decisions
12.5.4 Programmed and nonprogrammed decisions
12.5.5 Individual and group decisions
12.6 Different approaches to decision-making
12.6.1 Intuitive decision-making
12.6.2 Trial and error decision-making
12.6.3 Follow the leader decision-making
12.6.4 Scientific decision-making
12.6.5 Systematic decision-making
12.7 Bias in decision-making
12.8 Decision tree
12.9 Proper management decision and proper engineering decision
12.10 Information needed by the decision-maker
12.10.1 Operating data
12.10.2 Control data
12.10.3 Planning data
12.11 Inter-departmental communication flow
12.12 Lateral information flow
12.13 Conclusion
Further reading
13 Types of production situations
13.1 The manufacturing process
13.2 Types of production situations
13.3 Special project manufacture
13.4 Make-to-order
13.4.1 Definitions on make-to-order
13.4.2 The system of make-to-order can have two variations
13.4.3 Job production
13.4.3.1 Characteristics of job production
13.4.4 Batch production
13.4.4.1 Characteristics of batch production
13.5 Make-to-stock
13.5.1 Definitions on make-to-stock
13.5.2 Make-to-stock can have two variations
13.6 Make-to-order versus make-to-stock approaches
13.7 Mass production
13.7.1 The characteristics of mass production
13.7.2 The basic benefits of mass production
13.8 Continuous production
13.8.1 The characteristics of continuous production
13.9 Intermittent production
13.9.1 Characteristics of intermittent manufacturing systems
13.9.2 Intermittent versus continuous production
13.9.3 Advantages of intermittent production
13.9.4 Disadvantages of intermittent production
13.9.5 Advantages of continuous production
13.9.6 Disadvantages of continuous production
13.9.7 Order control required for intermittent production
13.10 Conclusion
Further reading
14 Break-even and make or buy analyses
14.1 Introduction
14.2 Definitions of break-even analysis
14.3 Illustration of break-even analysis
14.4 Break-even analysis terminology
14.5 Factors for break-even point
14.6 Formula for break-even point
14.7 Break-even point versus payback period
14.8 Case studies of break-even analysis as applicable in several situations
14.8.1 Production batch quantity as illustrated in Example 1
14.8.2 Organizing seminars as illustrated in Example 2
14.9 Break-even chart
14.10 Make or buy decision
14.11 The criteria that influence our decision to produce in-house
14.12 The criteria that influence our decision to buy or outsource
14.13 Impact of control need on the make-or-buy decision
14.14 Thumb rule for outsourcing
14.15 Some definitions on make-or-buy decision
14.16 Example for make-or-buy decision
14.17 Economic batch quantity
14.18 Conclusion
Further reading
15 Cost of production
15.1 Definitions of terms related to production cost
15.2 Components of cost
15.2.1 Material costs
15.2.2 Labor costs
15.2.3 Expense costs
15.3 How the sales price is built up
15.3.1 The philosophy of fixing of selling price
15.4 Economic laws governing pricing policy
15.5 Laws of demand and supply
15.6 Law of demand
15.6.1 Factors influencing demand
15.7 The law of diminishing utility
15.8 Market demand curve
15.9 Elasticity of demand
15.9.1 Factors governing the elasticity of demand
15.9.2 Uses of the concept of law of demand
15.10 Law of supply
15.10.1 Factors influencing supply
15.11 Concepts of pricing
15.12 Equilibrium price and competition
15.12.1 Equilibrium price
15.13 General glossary of terms related to demand and supply
15.14 Equilibrium price versus competition
15.14.1 Equilibrium price under perfect competition
15.14.2 Equilibrium price under monopoly
15.14.3 Equilibrium price under monopolistic competition
15.14.4 Equilibrium price under oligopoly
15.15 Total cost/marginal costs under long-run/short-run conditions
15.15.1 Total costs under short-run conditions
15.15.2 Short-run average and marginal costs
15.15.3 Long-run average cost curve
15.15.4 Why the average cost curve is always cup-shaped
15.16 Total average and marginal revenue
15.16.1 Total revenue
15.16.2 Average revenue
15.16.3 Marginal revenue
15.16.4 Relationship among total revenue, average revenue, and marginal revenue
15.17 Conclusion
Further reading
16 Product and process development
16.1 Introduction
16.2 Stages of new product development
16.2.1 Problem definition and customer needs identification
16.2.2 Product requirements and specifications
16.2.3 Conceptual design and selection
16.2.4 Product detail design
16.2.5 Prototyping
16.2.6 Testing and optimization
16.3 Fundamental requirements for product development
16.3.1 Problems in new product development
16.4 3S’s of product development
16.4.1 Specification
16.4.2 Standardization
16.4.3 Specialization
16.5 Aspects to be considered for new product design
16.5.1 Marketing aspect
16.5.2 Functional aspect
16.5.3 Operational aspect
16.5.4 Durability and dependability aspect
16.5.5 Aesthetics aspect
16.5.6 Safety aspects
16.5.7 Economic aspects
16.6 Product life cycle
16.7 Process development
16.8 What is planned in process development
16.9 Skills needed for process planning
16.10 Computer-aided process planning
16.11 Variant approach and generative approach of process planning
16.11.1 Pros of variant approach
16.11.2 Cons of variant approach
16.11.3 Pros of generative approach
16.11.4 Benefits of computer-aided process planning
16.12 Charting of the production processes
16.12.1 Operation process chart
16.12.2 Process planning layout
16.12.3 Flowchart
16.13 Material layout planning
16.13.1 Significance of material layout planning
16.13.2 Material layout planning applied to sharing operations
16.14 Case study for material layout planning
16.14.1 Bill of materials
16.14.2 The process
16.14.3 Existing operation sequence for producing the blanks
16.14.4 Recommended material layout and the process
16.14.4.1 Changing the feed angle
16.14.4.2 Shearing of the fan-shaped body in the recommended method (plan C of Fig. 16.9)
16.14.4.3 Shearing of the bottom circle in the existing and the proposed methods (plan D of Fig. 16.9)
16.14.5 Summary of results achieved
Conclusion
Further reading
Appendix case study on the safety aspect in product design
17 Plant location
17.1 Introduction
17.2 Plant location
17.3 City versus suburban versus urban location
17.3.1 Conditions suggesting a city location
17.3.2 Conditions suggesting a suburban location
17.3.3 Conditions suggesting a rural location
17.3.4 Advantages of urban location
17.3.5 Advantages of rural location
17.3.6 Advantages of suburban location
17.4 Information required for plant location
17.5 Alfred Weber’s factors for plant location
17.6 Cost factors and noncost factors
17.6.1 Cost factors
17.7 Least cost center analysis
17.8 The center-of-gravity method of plant location
17.9 Noncost factors
17.9.1 Proximity to raw materials and markets
17.9.2 Manpower
17.9.3 Electric power
17.9.4 Fuel
17.9.5 Water
17.9.6 Government policy
17.10 Illustrations of typical noncost factors
17.10.1 Fish canning factory
17.10.2 Oil refineries
17.10.3 Breweries
17.10.4 Beach hotels
17.10.5 Airports
17.11 Procedure for noncost factor analysis
17.11.1 Weightage allocation for noncost factors
17.11.2 Weightage-wise points scored by noncost factor
17.11.3 Noncost factor analysis
17.12 Other factors contributing for a location change
17.13 Particle swarm optimization
17.14 Conclusion
Further reading
18 Plant layout
18.1 Introduction
18.2 Factors contributing to the necessity for layout changes
18.3 Definitions on plant layout
18.4 Objectives of plant layout
18.5 General rules and objectives of successful plant layout
18.6 Richard Muther’s guidelines for successful systematic layout planning
18.7 Influence of plant layout
18.7.1 Production planning and control
18.8 Symptoms of poor plant layout
18.9 Benefits of plant layout
18.10 Types of plant layout
18.11 Fixed-position layout
18.11.1 Advantages of fixed-position layout
18.11.2 Disadvantages of fixed-position layout
18.12 Process or functional layout
18.12.1 Advantages of process layout
18.12.2 Disadvantage of process layout
18.13 Product or line layout
18.13.1 Advantages of product layout
18.13.2 Disadvantages of product layout
18.14 Comparison between product and process layout
18.15 Combination layout
18.16 Group technology
18.16.1 Advantages of group layout
18.17 Cellular layout
18.17.1 Advantages of cellular layout
18.17.2 Disadvantages of cellular layout
18.18 Flow pattern
18.18.1 Straight line pattern
18.18.2 U-shaped pattern
18.18.3 S-shaped pattern
18.18.4 W-shaped pattern
18.18.5 L-shaped pattern
18.18.6 O-typed pattern
18.18.7 Vertical flow pattern
18.19 Roof shapes for industrial buildings
18.19.1 Gable roof
18.19.2 V roof
18.19.3 Flat roof
18.19.4 Inverted V roof
18.19.5 Sawtooth roof
18.19.6 Mono-pitched roof
18.20 Conclusion
Further reading
19 Systematic layout planning
19.1 Introduction
19.2 Systematic layout planning
19.3 Phases of plant layout design
19.4 Input data for systematic layout planning
19.5 Richard Muther’s guidelines for successful layout planning
19.6 Systematic layout planning procedure
19.6.1 Operation process chart
19.6.2 From-to chart
19.6.3 Activity relationship chart
19.6.4 Activity relationship diagram
19.6.5 Space requirement chart
19.6.6 Initial layout plan
19.7 Visual aids in layout planning
19.8 Templates versus 3D models
19.9 Resistance to change
19.10 Computer software used for plant layout
19.10.1 Computerized relative allocation of facilities technique
19.10.2 Computerized relationship layout planning
19.10.3 Automated layout design program
19.10.4 AUTO LAY 2010
19.10.5 Other software for layout planning
19.11 Conclusion
Further reading
20 Capacity planning
20.1 Introduction
20.2 Strategic capacity planning
20.3 Definitions on capacity planning
20.4 The three phases of capacity planning
20.4.1 Long-term capacity planning
20.4.2 Medium-term capacity planning
20.4.3 Short-term capacity planning
20.5 The four strategies of capacity planning
20.5.1 Lead strategy
20.5.2 Lag strategy
20.5.3 Match strategy
20.5.4 Adjustment strategy
20.6 Factors influencing capacity planning
20.6.1 Demand forecasts
20.6.2 Plant and labor efficiency
20.6.3 Subcontracting
20.6.4 Multiple shift operations
20.6.5 Management policy
20.7 Rough cut capacity planning
20.7.1 Capacity planning using overall factors
20.7.2 Bill of labor (or bill of required types of machine hours) approach
20.7.3 Resource profile approach
20.8 Demand versus capacity planning
20.9 Measure of capacity
20.10 Assessing the machine capacity
20.11 Load checking
20.11.1 Capacity adjustment method
20.11.2 Load adjustment method
20.11.3 Load factor
20.12 Conclusion
Further reading
21 Aggregate planning
21.1 What is aggregate planning?
21.2 Importance of aggregate planning
21.3 Definitions of aggregate planning
21.4 Stages of aggregate planning
21.5 Aggregate planning inputs
21.6 Strategies for aggregate planning
21.7 Static and dynamic production programming
21.7.1 Static production programme
21.7.2 Static inventory program
21.7.3 Combination of the two systems
21.8 Impact of forecasting on aggregate planning
21.9 Guidelines for aggregate planning
21.10 Disaggregating
21.11 Aggregate planning for service industries
21.12 Summary of the aggregate planning methods
21.13 Case study on aggregate planning
21.14 Conclusion
Further reading
22 Routing, scheduling, and loading
22.1 Introduction
22.2 Routing
22.3 Some definitions on routing
22.4 Routing procedure
22.5 Information required for routing
22.6 Factors of routing
22.7 Route card and route sheet
22.7.1 Route sheet
22.7.2 Route card (sometimes called the move card)
22.8 Routing in IT and Internet
22.9 Scheduling
22.10 Definitions on scheduling
22.11 History of production scheduling
22.12 Characteristics of production scheduling
22.13 Levels of production schedules
22.13.1 Master production schedule
22.13.2 Detailed schedules
22.14 Types of scheduling issues
22.15 Manufacturing lead time
22.16 Loading
22.17 Choice of appropriate machine
22.18 Characteristics of machine loading
22.19 Distinction between loading and scheduling
22.20 Procedure of loading
22.21 Priority sequencing
22.21.1 Selection criteria for priority sequencing
22.22 Computer software available for machine scheduling and loading
22.23 Conclusion
Further reading
23 Master production schedules
23.1 Introduction
23.2 Master production schedule comes before material requirements planning
23.3 General terms of reference related to master production schedule
23.4 Definitions of master production schedule
23.5 Rough cut capacity planning
23.6 Functions of master production schedule
23.7 Benefits of master production schedule
23.7.1 Inputs for master production schedule
23.7.2 Outputs from master production schedule
23.8 Stages of master production schedules
23.9 Material requirements planning models to determine the lot size
23.10 Job shop scheduling versus job order scheduling
23.10.1 Typical approaches for job shop scheduling
23.11 Forward scheduling (setting forward)
23.12 Backward scheduling (setting backward)
23.13 Optimal scheduling without machine interference
23.14 Backorder
23.15 Other issues of master production schedule
23.15.1 Lot sizing
23.15.2 Time buckets
23.15.3 Rolling plan
23.15.4 Time fencing
23.15.5 Schedule freezing
23.16 Conclusion
Further reading
24 Sequencing and line balancing
24.1 Product sequencing
24.2 Line balancing or line of balance
24.2.1 Objective of line balancing
24.3 Origin of line balancing
24.4 Statics dynamic line balancing
24.5 Equipment line balancing
24.5.1 Illustration of equipment line balancing
24.6 Machine interference
24.7 Assembly line balancing
24.8 Precedence constraint and demand rate
24.9 Optimal method of line balancing
24.10 Heuristic method of line of balance
24.11 Case study
24.12 Static versus dynamic line balancing
24.13 Simulation in line balancing
24.14 Johnson’s rule
Conclusion
Further reading
25 Dispatching and expediting
25.1 Dispatching
25.2 Definitions on dispatching
25.3 Principles of dispatching
25.4 The functions of dispatching
25.5 Documents raised for dispatching
25.6 Expediting
25.7 Other uses of these records
25.8 Follow-up
25.9 Progress reporting
25.10 Visual control charts
25.10.1 The characteristics of visual charts
25.10.2 Some of the charts used in production control
25.11 Gantt chart
25.11.1 Gantt chart for project control versus production control
25.11.2 Gantt chart symbols
25.11.3 Characteristics of Gantt charts
25.12 Sched-U graphs
25.13 Other visual control charts
25.14 Weekly cumulative charts
25.15 Conclusion
Further reading
26 Just in time and kanban
26.1 Just-in-time system
26.2 Conventional versus just-in-time systems
26.3 Advantages of just-in-time systems
26.4 Disadvantages of just-in-time systems
26.5 Pull system and push system
26.6 Kanban system
26.6.1 History of kanban
26.7 Definitions on kanban
26.8 Kanban card
26.9 Kanban board
26.10 Six rules for an effective kanban system
26.11 Five core kanban practices
26.12 Scrumban
26.13 Just-in-sequence
26.14 Conclusion
Further reading
27 Systems and procedures
27.1 Development of systems and procedures
27.2 Uses of systems and procedures
27.3 Industrial engineering systems and formats
27.3.1 How work study precedes the production planning and control procedures and formats
27.4 Standard time declaration
27.5 Operational time standards
27.6 Component-wise operational timings
27.7 Machine-wise operational timings
27.8 Machine capacity computation
27.9 Process planning layout sheets
27.10 Bill of materials
27.11 Revision frequency of the time standard data
27.12 Production planning and control systems and formats
27.12.1 Annual/aggregate planning
27.12.2 Monthly production planning
27.13 Route sheet
27.14 Work order
27.15 Material warrants
27.16 Time ticket
27.17 Move order
27.18 Inspection order
27.19 New item indent request
27.20 Production control statements
27.21 Conclusion
Further reading
28 Theory of constraints
28.1 Introduction
28.2 History of theory of constraints
28.3 Definitions on theory of constraints
28.4 What is a constraint?
28.5 Internal or external constraints
28.6 Five basic steps of theory of constraints approach
28.7 Breaking a constraint
28.8 Buffer management
28.8.1 Drum buffer rope solution
28.9 Typical applications of theory of constraints-related solutions
28.10 Lean management versus theory of constraints
28.10.1 Similarities
28.10.2 Comparisons
28.11 Unrefusable or mafia offer
28.12 A common illustration of the theory of constraints
28.13 Computer applications in theory of constraint approach
28.14 Conclusion
Further reading
29 Scientific inventory control
29.1 What is inventory?
29.2 Types of inventories
29.3 Conditions leading to increased inventory
29.4 Disadvantages of excessive stocks
29.5 Costs involved with inventories
29.6 Selective control in inventory management
29.7 Scientific material planning
29.8 Classification and codification
29.9 ABC analysis
29.9.1 Procedure for ABC analysis
29.10 Inventory control parameters
29.11 Inventory carrying costs or costs resulting from owning the item
29.12 Stock-out or downtime costs
29.13 Economic order quantity
29.14 Inventory models under uncertainties
29.14.1 Fixed order quantity (Q system) by varying the reorder level
29.14.2 Fixed period ordering (P system) by varying the order quantity
29.14.3 Fixed maximum stock ordering (Imax system) by varying order quantity and reorder level
29.14.4 Fixed safety stock ordering (Imin system) by varying order quantity and reorder level
29.15 Two-bin inventory control system
29.16 Recent trends in inventory control
29.17 Suppler partnership
29.18 Collaborative planning, forecasting, and replenishment
29.19 Conclusion
Further reading
Appendix—classification and codification program
Case study I
Case study II
30 Material requirement planning
30.1 Why material requirement planning?
30.2 Material requirement planning versus scientific inventory management
30.3 Evolution of material requirement planning
30.4 History of material requirement planning
30.5 Definitions on material requirement planning
30.6 Objectives of material requirement planning
30.7 The five major elements of material requirement planning
30.8 Independent demand and dependent demand
30.9 Data needed for material requirement planning
30.10 Reports based on material requirement planning
30.11 Bill of materials
30.11.1 Bill of materials of a tramp oil remover
30.12 Benefits of material requirement planning
30.13 Drawbacks of material requirement planning
30.14 Conclusion
Further reading
31 Manufacturing resource planning (MRP II)
31.1 What is MRP II?
31.2 Key functions of MRP II
31.3 Evolution of MRP II
31.4 Distinction of MRP I, MRP II, and enterprise resource planning
31.5 Outputs of MRP II
31.6 Definitions for manufacturing resource planning—MRP II
31.7 Some abbreviations used in manufacturing resource planning
31.8 How does MRP II work?
31.9 Benefits of MRP II
31.10 Detailed modules of MRP II system
31.11 Requirements for a successful MRP II implementation
31.12 MRP II software system
31.13 Conclusion
Further reading
32 Critical path method
32.1 Introduction
32.2 Was critical path method adapted in Egypt’s pyramid construction?
32.3 Elements of critical path method
32.4 Definitions of critical path method
32.5 Illustration of how to construct a critical path diagram
32.5.1 Critical path identification
32.6 The basic parameters for constructing a project model
32.7 Basic steps of the critical path analysis
32.8 Application of critical path method in production scheduling function
32.9 Program evaluation and review technique
32.10 Distinctions between critical path method and program evaluation and review technique
32.11 Gantt chart versus critical path method chart
32.12 Benefits of critical path method
32.13 Other variations of critical path method
32.14 Software for critical path method
32.15 Conclusion
Further reading
33 CIPMS—computer-integrated production management system
33.1 Why computer-integrated production management systems?
33.2 Effective production management
33.3 Definitions of computer-integrated production management systems
33.4 Functions of computer-integrated production management systems
33.5 Three major areas of computer-integrated production management systems application
33.6 System for production order validation
33.7 Theory of constraints approach
33.8 Emphasis on theory of constraints software
33.9 Computer software used in production planning and control
33.9.1 Dassault DELMIA
33.9.2 DELMIA Version 5
33.9.3 DELMIA Version 6
33.9.4 Dassault Solidworks Enovia
33.9.5 Preactor advanced planning and scheduling
33.9.6 Product life cycle management software
33.10 Conclusion
Further reading
34 Industry 4.0
34.1 What is Industry 4.0?
34.2 The industrial revolutions
34.2.1 The first industrial revolution
34.2.2 The second industrial revolution
34.2.3 The third industrial revolution
34.2.4 The fourth Industrial revolution
34.3 Definitions on Industry 4.0
34.4 Ten technology areas that underpin Industry 4.0
34.5 Design prerequisites for Industry 4.0
34.6 Smart machines
34.6.1 Machine learning
34.7 Concept of SmartCorrect
34.8 Benefits of Industry 4.0
34.9 Limitations of Industry 4.0
34.10 Conclusion
Further reading
35 Internet of Things
35.1 Introduction to Internet of Things
35.2 Origin of Internet of Things
35.3 Definitions of Internet of Things
35.4 Glossary of terms related to Internet of Things
35.5 Internet of Things and information flow
35.6 Intercommunication between things
35.7 Protocols used for transmitting the data
35.7.1 Hypertext Transfer Protocol
35.7.2 Message Queue Telemetry Transport
35.7.2.1 Characteristics of Message Queue Telemetry Transport
35.7.3 Constrained Application Protocol
35.7.4 Comparison between Message Queue Telemetry Transport and Constrained Application Protocol
35.7.5 Other protocols
35.8 Embedded vision systems
35.9 Webinars on embedded vision systems
35.9.1 AIA vision conference in Boston April 2018
35.10 Machine learning
35.10.1 Deep learning
35.11 Arduino
35.12 Conclusion
Further reading
Summary of the university syllabi
Part A: Indian universities
Anna University
ME2036—Production planning and control syllabus
Unit I: Introduction
Unit II: Work study
Unit III: Product planning and process planning
Unit IV: Production scheduling
Unit V: Inventory control and recent trends in production planning and control
IIT Kharagpur
IM2 1004—Production planning and control
MGR University, Chennai
Faculty of Management MMG 13E86—Production planning and control
Unit I
Unit II
Unit III
Unit IV
Unit V
MGR University, Chennai
Faculty of Management MMG—Production and operations management
Unit I
Unit II
Unit III
Unit IV
Unit V
University of Pune
MBA—Production planning and control
Sikkim Manipal University
BBA501—Production and operations management
West Bengal University of Technology
PE 802—Production planning and control
Jawaharlal Nehru Technological University Kakinada
IV Year B.Tech. and M.E. II-Sem—Production planning and control
Unit I
Unit II
Unit III
Unit IV
Unit V
Unit VI
Unit VII
Unit VIII
University of Kerala
M.Tech. Degree Program—MIC 1003: Operations planning and control
Part B: Foreign universities
Berkeley University
ISyE4101B: Operations planning and scheduling
Columbia University
IEOR E3402—Production inventory planning and control
Course content
Golden Gate University, San Francisco
OP121.C1—Production planning and inventory control
Louisiana University, Lafayette
IT 308—Production planning and control
Michigan State University
East Lansing, Michigan
West Virginia University
Course: IENG 343—Production planning and control
Course topics
University of New South Wales (UNSW)
MANF9472—Production planning and control
Topics
University of Malaysia at Pahang
Course BMM—8—Production planning and control
Bibliography
Books
Journals and Periodicals
Seminar Proceedings
Index
