Production Planning and Control: A Comprehensive Approach

Description

Production Planning and Control draws on practitioner experiences on the shop floor, covering everything a manufacturing or industrial engineer needs to know on the topic. It provides basic knowledge on production functions that are essential for the effective use of PP&C techniques and tools. It is written in an approachable style, thus making it ideal for readers with limited knowledge of production planning. Comprehensive coverage includes quality management, lean management, factory planning, and how they relate to PP&C. End of chapter questions help readers ensure they have grasped the most important concepts. With its focus on actionable knowledge and broad coverage of essential reference material, this is the ideal PP&C resource to accompany work, research or study. 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