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Define production planning.

According Ray wild, production planning is defined as the determination, acquisition, and arrangement of all facilities
necessary for future production of products.
Objectives of Production Planning:
1. To achieve coordination among various departments relating to production.
2. To make adequate arrangement of men, money, materials, machines tools, implements and equipment relating to
production.
3. To decide about the production targets to be achieved by keeping in view the sales forecast.
4. To keep production operation continuous.
5. To achieve desired share of the market.
6. To fix right type of man for right type of job.
7. To achieve the desired level of profit.
8. To make all arrangements to remove possible obstacles in the way of smooth production.
9. To achieve economy in production cost and time.
10. To initiate production on modern lines.
11. To operate the plant at planned level of efficiency.
12. To develop alternative plans in order to meet any emergency or contingency.

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Functions of Production Planning and Control

Functions of production planning:

1) Materials:
Raw materials, finished parts and bought-out component should be made available in required quantities and at required time
to ensure the correct beginning and end for each operation resulting in uninterrupted production.
The function includes the specification of materials (quality and quantity) delivery dates, variety reduction (standardizations), procurement and make (or) buy decisions.

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2) Methods:
This functions is concerned with the analysis of alternatives and selection of the best method with due consideration to
constraints imposed. Developing specification and determination of sequence of operations for the processes are important
aspects of production planning and control.
3) Machine and equipment:
This function is related with the detailed analysis of available production facilities, equipment down time, maintenance
policy, procedure and schedule.
4) Manpower:
To maintain the availability of appropriate manpower on appropriate machines at the right time.
5) Process planning (Routing):
Process planning also known as routing, is the process of determining the sequence of operations to be performed in the
production process.
Routing function determines:
What work will be done on a product?
Where these operations will be performed?
How these operations will be performed?
In which sequence the job will move in the plant.?
The routing information is usually provided by product or process engineering function and it is regarded as a fundamental
production function on which all subsequent planning is based.
It is concerned with selection of path route, which the raw material should follow to get transferred into finished product.
(activities)
(A) Fixation of path of travel, giving due consideration to layout.
(B) Breaking down of operations to define each operation in detail.
(C) Deciding set up time and process time for each operation.
6) Estimating:
Once the overall method and sequence of operations are fixed and process sheet for each operation is available, then the
operation times are estimated. This functions is curried out; using extensive analysis of operations along with methods a
routing and a standard time for operation is established using work measurement techniques.
7) Loading and scheduling:
Scheduling is concerned with preparation of machine loads and fixation of starting and completion date for each of the
operations. Scheduling lays down a time table for production, indicating the total time required for the manufacture of a
product and also the time required for carrying out the operations for each part on each machine or equipment.
Scheduling devices: Gantt charts, CPM, and PERT techniques, the run our approach.

Machines have to be loaded according to their capability of performing the given task and their capacity.
(A) Loading the machines as per their capability and capacity.
(B) Determining the starting and completion time for each operation
(C) To coordinate with sales department regarding delivery schedules.

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Loading devices: the machine loading charts, such as Gantt charts are used for the loading purpose.

Line of Balancing (LOB): (Define) Line of balance is a charting technique that uses lead times and assembling sequencing
to compare planned component completions with actual component completions.

Uses of LOB: The line of balance technique permits scheduling the following activities simultaneously on one chart:.

1.

Source of each component element (purchase, manufacture, assemble, test etc)

2.

Sequence of assembly, including sub assembly, testing and inspection, packaging, shipping, and related activities.

3.

Comparison of scheduled versus actual finished product deliveries.

4.

Comparison of scheduled versus actual finished product deliveries.

5.

Comparison of scheduled versus actual component- element completions showing present and potential shortages
or delays.

Input of LOB: For LOB, the following information is needed:

1.

Schedule of delivery.

2.

Key operations in making the product which need to be controlled.

3.

Sequence in which the key events are connected.

4.

Lead times of these events.

Various charts used in LOB:

1.

Operation programme chart

2.

Objective chart

3.

Progress chart

4.

Line of balance chart

Control:

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1) Dispatching:
This is the execution phase of planning. It is the process of setting production activities in option through release
of orders and instructions. It authorizes the start of production activities by releasing materials, components,
tools, fixtures and instruction sheets to the operators.
(A) To assign definite work to particular machines, work centers and men.
(B) To issue required material from stores; and also to issue jigs and fixtures and make them available at
correct point of use.
(C) Release necessary work orders, time tickets, etc., to authorize timely start of operations.
(D) To record start and finish time of each h=job on each machine (or) by each man.
The various functions/elements/duties of dispatching are:
i.

Collecting and issuing to work centre, all the concerned drawings, specifications, route sheets,
material, machine requisitions, tool requisitions, etc.

ii.

Issuing job orders authorising operations in accordance with dates and times as indicated in
schedules or machine charts.

iii.

Obtaining inspection schedules and issuing them to the inspection section.

iv.

Recording start and finish time of each job on each machine or by each man.

v.

Issuing required materials (from stores) jigs, fixtures, and tools to the user department or worker.

vi.

Distributing machine loading and scheduling charts, route sheets, identification tags etc. To each
production and inspection stage.

vii.

Returning jigs, fixtures and tools to stores after use.

2) Expediting:
This is the control tool that keeps a close observation on the progress of the work. It is a logical step after
dispatching which is called follow-up (or) progress. It coordinates extensively to execute the production plan.
Professing function can be divided into three parts, i.e. follow-up of materials, follow-up of work-in progress
and follow-up of assembly.

(A) Identification of bottlenecks and delays and interruptions because of which the production schedule
may be disrupted.
(B) To devise action plans (remedies) for rectifying the errors.
(C) To ensure that production rates are in the line with schedule.
(D) follow up and monitoring progress of work through all stages of production
(E) coordinating with purchase, stores, tool room and maintenance departments and

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(F) modifying the production plans and replan if necessary.
3) Inspection:
It is a major control tool. Though the aspects of quality control are elements of a separate function, it is
important to production planning and control, both for the execution of the current plans and its scope for future
planning. This forms a basis for becoming aware of the limitations with respect to method, processes etc.
4) Evaluation:
This stage is crucial to the improvement of productive efficiency. A thorough analysis of all the factors
influencing the production planning and control helps to identify the weak sports and the corrective actions with
respect to pre-planning and planning will be effected by a feedback. The success of this step depends on the
communication, data and information gathering and analysis.

Production control
Production control is the activity of monitoring and controlling any particular production or operation. Production control
is often run from a specific control room or operations room. Production control is the task of predicting, planning and
scheduling work, taking into account manpower, materials availability and other capacity restrictions, and cost so as to
achieve proper quality and quantity at the time it is needed and then following up the s chedule to see that the plan is carried
out, using whatever systems have proven satisfactory for the purpose.

Objectives of production planning and control

1. To plan production facilities in the best possible manner along with the proper systematic planning of production
activities.
2. Providing men, machines, materials etc. of right quality, quantity and also providing them at the right time forms a
very important factor.
3. To inform, about the difficulties or the various awkward positions expected to crop up later, to the management
beforehand.
Production planning functions are hierarchic, having different time horizons i.e. the time period for some of the
functions is in years, while for some of the functions, it is in weeks or daysso the functions of production planning
and
control
can
be
summarized
into
two
categories,
which
are
as
follows
1. Regular functions Involves order preparation, process planning or routing concerns, fixation of method of
manufacture, scheduling, dispatching, progressing, expediting etc.
2. Optimal functions Involves cost estimation, work measurement, subcontracting, capacity planning and demand
forecasting etc.
Scope of production control:
1.

controlling of planning

2.

control of materials

3.

control of tooling

4.

Control of manufacturing capacity

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5.

Control of quantity

6.

Control of material handling

7.

Control of due dates

8.

Control of information

9.

Control of quality

Aircraft maintenance

Field maintenance on a Cessna 172 being conducted from a van used to carry tools and parts

A Panavia Tornado undergoing maintenance

Aircraft maintenance is the overhaul, repair, inspection or modification of an aircraft or aircraft component.[1]
In Canada, maintenance includes the installation or removal of a component from an aircraft or aircraft subassembly, but
does not include:

Elementary work, such as removing and replacing tires, inspection plates, spark plugs, checking cylinder
compression etc., on small privately operated aircraft ; or removal and replacement of fuses, light bulbs etc., on
transport category aircraft .[2]

Servicing, such as refueling, washing windows. [1]

Any work done on an aircraft or aircraft component as part of the manufacturing process, prior to issue of
a certificate of airworthiness or other certification document.[1]

Maintenance may include such tasks as ensuring compliance with Airworthiness Directives or Service Bulletins.[3]

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DEFINITION OF 'QUEUING THEORY:

A mathematical method of analyzing the congestions and delays of waiting in line. Queuing theory examines every
component of waiting in line to be served, including the arrival process, service process, number of servers, number of
system places and the number of "customers" (which might be people, data packets, cars, etc.). Real-life applications of
queuing theory include providing faster customer service, improving traffic flow, shipping orders efficiently from a
warehouse and designing telecommunications systems such as call canters.
Service disciplines
Various scheduling policies can be used at queuing nodes:
First in first out
This principle states that customers are served one at a time and that the customer that has been waiting the longest is served
first.[16]
Last in first out
This principle also serves customers one at a time, however the customer with the shortest waiting time will be served first.
[16]
Also known as a stack.
Processor sharing
Service capacity is shared equally between customers.
Priority
Customers with high priority are served first. [16] Priority queues can be of two types, non-preemptive (where a job in service
cannot be interrupted) and preemptive (where a job in service can be interrupted by a higher priority job). No work is lost in
either model.
Shortest job first
The next job to be served is the one with the smallest size
Preemptive shortest job first
The next job to be served is the one with the original smallest size
Shortest remaining processing time
The next job to serve is the one with the smallest remaining processing requirement.
Service facility
Single server:customers line up and there is only one server
Parallel servers:customers line up and there are several servers
Tandem queue:there are many counters and customers can decide going where to queue
Customers behavior of waiting
Balking:customers deciding not to join the queue if it is too long
Jockeying:customers switch between queues if they think they will get served faster by so doing
Reneging:customers leave the queue if they have waited too long for service

Program evaluation and review technique

The program (or project) evaluation and review technique, commonly abbreviated PERT, is a statistical tool, used
inproject management, which was designed to analyze and represent the tasks involved in completing a given project.
First developed by the United States Navy in the 1950s, it is commonly used in conjunction with the critical path method (CPM).
The Navy's Special Projects Office, charged with developing the Polaris-Submarine weapon system and the Fleet Ballistic
Missile capability, has developed a statistical technique for measuring and forecasting progress in research and development
programs. This program evaluation and review technique (code-named PERT) is applied as a decision-making tool designed
to save time in achieving end-objectives, and is of particular interest to those engaged in research and development programs
for
which
time
is
a
critical
factor.
The new technique takes recognition of three factors that influence successful achievement of research and development
program objectives: time, resources, and technical performance specifications. PERT employs time as the variable that
reflects planned resource-applications and performance specifications. With units of time as a common denominator, PERT
quantifies knowledge about the uncertainties involved in developmental programs requiring effort at the edge of, or beyond,
current knowledge of the subject effort for which little or no previous experience exists.

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Through an electronic computer, the PERT technique processes data representing the major, finite accomplishments
(events) essential to achieve end-objectives; the inter-dependence of those events; and estimates of time and range of time
necessary to complete each activity between two successive events. Such time expectations include estimates of "most likely
time", "optimistic time", and "pessimistic time" for each activity. The technique is a management control tool that sizes up
the outlook for meeting objectives on time; highlights danger signals requiring management decisions; reveals and defines
both methodicalness and slack in the flow plan or the network of sequential activities that must be performed to meet
objectives; compares current expectations with scheduled completion dates and computes the probability for meeting
scheduled
dates;
and
simulates
the
effects
of
options
for
decision

before
decision.
The concept of PERT was developed by an operations research team staffed with representatives from the Operations
Research Department of Booz, Allen and Hamilton; the Evaluation Office of the Lockheed Missile Systems Division; and
the Program Evaluation Branch, Special Projects Office, of the Department of the Navy.

PERT event: a point that marks the start or completion of one or more activities. It consumes no time and uses no
resources. When it marks the completion of one or more activities, it is not "reached" (does not occur) until all of the
activities leading to that event have been completed.

predecessor event: an event that immediately precedes some other event without any other events intervening. An
event can have multiple predecessor events and can be the predecessor of multiple events.

successor event: an event that immediately follows some other event without any other intervening events. An
event can have multiple successor events and can be the successor of multiple events.

PERT activity: the actual performance of a task which consumes time and requires resources (such as labor,
materials, space, machinery). It can be understood as representing the time, effort, and resources required to move from
one event to another. A PERT activity cannot be performed until the predecessor event has occurred.

PERT sub-activity: a PERT activity can be further decomposed into a set of sub-activities. For example, activity
A1 can be decomposed into A1.1, A1.2 and A1.3 for example. Sub-activities have all the properties of activities, in
particular a sub-activity has predecessor or successor events just like an activity. A sub-activity can be decomposed
again into finer-grained sub-activities.

optimistic time (O): the minimum possible time required to accomplish a task, assuming everything proceeds
better than is normally expected

pessimistic time (P): the maximum possible time required to accomplish a task, assuming everything goes wrong
(but excluding major catastrophes).

most likely time (M): the best estimate of the time required to accomplish a task, assuming everything proceeds as
normal.

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