Production Planning, Scheduling and Control

Neeti Banga Asst Professor LD NIFT

 If a system is working, leave it alone, dont change anything . John Gall

Basic components of a production system

Degree of specialization Bundle type and size Methods of movement and storage Production flow and storage Control

The degree of sectionalisation

Modern manufacturing can work only by specialization. Increasing specialization / sectionalisation has some advantages and disadvantages

GREATER >>> Personal productivity Scope for specialized work places, mechanization & computerization. Speed or training the operatives

Basic components of a production system

BUT INCREASED >>> Need for supervision & formality of work structure Bundle handling Work in process, to balance output from individual work places. Difficulty in identifying source of defects Change of defect manufacture before discovery Dissociation of worker from finished product Throughput time Complexity of prodn system AND DECREASED >>> Flexibility of make. Speed of reaction to changing demand.

Basic components of a production system

Factories need to set the degree of specialization that gives best compromise from make through to team working to full sectionalisation.

BUNDLE A bundle is a number of garments which are processed together. Larger the bundle,smaller is the bundle handling time,but greater the work in process ,its weight and size. Usually bundles contain only gmnts to be sewn with same thread and trimmings. Main requirements of bundle are : Security freedom from creasing and soiling-accessibility

Bundles

Tied bundles : traditional in mens outerwear, but time is wasted in tying and untying, looking for parts,gmts become creased and soiled. Sewing in chain- for certain depts. this is very cheap and low labor cost approach. Chain is fed to a bin in front of the machine stand and removed from it by next operative. Bags- quite commonly used where bundles are large and creasing is not important ,as in socks manufacture. Larger bags are dragged on floor and may become torn too . Pocketed bags-still used for small parts and trimmings in simple hanging systems. They are better than tied bundles but less accessible than pegs and clips. Prevent contamination by lint and thread from foreign material.

Bundles

Boxes and baskets- they may cause some creasing but they are useful with belt conveyers or chutes. Pocket is usually placed on the outside which holds the documentation. Frames equipped with wheels can be fitted on stackable types. Assembly then becomes a trolley Clamps on rails : For long gmnts these permit sewing without removing the garment from the clamp. Finishing trouser bottom is good example. Clamps on cords-pegs were attached on cords to an overhead rail system..operators can pull cords over the machine and sew off the rail with trousers hem etc ..there could be more automated grips that release the garment part as its lifted

Bundles

Bundle trucks : These are of 2 types- : big wheeled laundry bins ,e.g. for large bundle of jeans, after sewing and before stone washing; or the clamp trolleys which serve the previous sewing operations, legs being held by clamps and other parts being stored in clamps or boxes attached to trolley .

Method of movement and storage

Originally all work was carried from one person by hand . Now it may be conveyed by gravity or by some form of power as well, as way of saving labor. By hand : single garments ,tied bundles, garments in bags or boxes. By chute or roller conveyor : as by hand but usually boxes. By trolley : wheels set under boxes, clamp trucks, wheeled bins, combination trolleys. By Rails: hangers with clamps, boxes or combinations.

Production flow types one way-progressive

These may be divided into one way (progressive) or two-way systems . With one-way systems it is not possible to transport gmnts. back to previous operations ; they must be transported by hand/ other methods. This makes it difficult ,when producing the initial balance ,to combine diff operations done by same type of machine or which need similar skills. Repairs pose a problem, so does transfer of work. The straight line could be work stations on both sides of the belt conveyer -upto 2-3 work stations maybe doing the same work. A limited amount of storage occurs after each work station and this can take form of gravity chutes or work boxes, attached to front of m/c stands.

Production flow types one way-progressive

The progressive bundle unit or PBU has a common storage system for all work stations engaged in single task . There is a progression from inflexibility and low work in progress to flexibility and higher work in progress

Production flow types- two way

There are two main types The Sub-type or interflow, in which the garments go around in a circular route until they reach their addressed destination (selector type of interflow ) The central storage concept can be as simple as a table, on which sit bundles of work, surrounded by work stations. The main problem with this is that bundles are not dealt with in date order. A more sophisticated version is central pool of bundle trolleys ,and each type of machine is near these. Another satisfactory alternative is SATRA conveyor type- the work is stored in a block of roller conveyor belt which can be controlled to deliver bundles to appropriate work station. Completed work is returned to rear or store by underside of belt, feeding a gravity roller conveyor.

Production flow types- two way

Interflow approach- allows movement b/w every work station and the bundle trolley bundle trolley central storage system. -Use of robot trolleys is also a new upcoming concept. - The selector type is usually a ring of overhead rail, with slidings at each work station and as a storage area. The work is addressed from any work station to any other ,by the operative or programmed chip or mag-stripe card, which provision for a manual override when this is required.

Production flow types- two way

Interflow approach- allows movement b/w every work station and the bundle trolley bundle trolley central storage system. -Use of robot trolleys is also a new upcoming concept. - The selector type is usually a ring of overhead rail, with slidings at each work station and as a storage area. The work is addressed from any work station to any other ,by the operative or programmed chip or mag-stripe card, which provision for a manual override when this is required.

Mechanization

The movement of work from one place to another can be time consuming ,although it does provide employment for less able or those operatives waiting for work . Most common was-conveyor belt-but essentially straight line and restriction to output of slowest worker. It became common to switch off power to allow manual sliding of bundles or work forward themselves for flexibility. Overhead rails now provide common methods of transport economical and safe, permits gmt parts to be hung (reducing creases and adding ease of access). Also its easy to link to computerized system

Computerization

Most modern computerized approaches use mechanized hanging rail type.

UPS or Unit production System came into vogue in 1980s.

A feature of many is some means for operative to call from the next bundle.

Computerization

The characteristics of such systems are : For ability to cope with rapid style changes/balancing problems High capital cost of installation means that storage for WIP is limited. This is claimed as an advantage and is valid to extent that increased flexibility does reduce need for high WIP

flexibility Little WIP

Fast A direct result of lower WIP throughput

Computerization

The characteristics of such systems are : partly due to lower WIP and partly due to hanging rail system as mainly handled by hanging rail systems

space saving reduced handling high quality

FIE or flexible intermediate examining ,is possible, with rapid return of defective work to work station concerned. Positioning of the intermediate examining positions can be changed frequently ,to respond to changing defect generation systems.

Production planning and control

Function of this dept: Prodn planning and control is : The process by which flow of raw material or part finished product is planned, regulated and monitored .

The dept with this label is responsible for rest of the management for: 1. Allocating work in most profitable way . 2. Providing information as to progress of orders. 3. Adjusting the production schedules to suit changing circumstances .

Production planning and control

the tasks

Draft guidelines Evaluate prodn capacity Make long term prodn plans Schedule prodn

For confirmation by senior management Especially with respect to specialist and bottleneck operations Using the marketing plan but with modifications to suit the prevailing state of work in hand In accordance to prodn plan with modifications to suit prevailing state of prodn.WIP to be agreed within limits Notifying the purchasing office the dates on which items are required. To meet realistic delivery dates ,with proper documentation ,takign care that scarce resources are fully utilised.

Originate orders for raw materials Load order as required

Production planning and control

the tasks

Monitor progress

in order to adjust plans and to inform other sections of management.

Provide laying emphasis on ease of management and sales an staff information exchange

Production planning and control

the dangers

PPC function is too often undervalued or treated as merely a clerical activity . Main areas of weakness are in :

Records- duplication and ommission Responsibility: poorly defined Computers: not used or overvalued, with inadequate software and inaccurate input.

Range and scope of PPC in textiles and clothing

It is based on variety of specialization of the production units Spinning there is less spl in prodn unit and little affected by operative skill Weaving-flow of process is from warping to weaving to mending. Diff types of weaving mc exist with diff applications and need to be managed. Dyeing and finishing: Typical flow includes-scouring, stentering,dyeing,application of various finishes, printing etc Knitting: variety of m/c exist .prodn line may extend to linking to cut and sew. operative skills may be important in performance. Mending skills may be needed.

Range and scope of PPC in textiles and clothing

Clothing manufacture -most complexpreparation and laying of patterns and lays, cutting, bundling, preparing, sewing as on 40 diff machines ..under /over pressing, sewing examination and packing. Operative skills have critical bearing on productivity. Quality services and work study are also involved In times of rapid fashion change- low WIP and fast throughput time is v important . PPC is most critical in this field and more complex..usually plays more prominent role than others.

Planning , Scheduling and Controlling

Planning Basis shd be market forecast . Agreement is necessary about whether the prodn unit can cope up with expected sales, in terms of overall volume and in terms of specialized plant and operatives. Action may be done like- revising plans, purchasing needed machines,train staff, obtain or lease new premises or lease unwanted onesetc

Planning , Scheduling and Controlling

Scheduling

As per company policies, work will be allocated to prodn capacity according to agreed plan, as orders are confirmed ,or by combination of the two. Schedules are drafted in detail.

Planning , Scheduling and Controlling

Controlling

Production rarely goes as per schedule, especially where the work processes are complex and dependant on performance of individuals. Orders may be cancelled, rush orders may come up. Inefficiency can easily occur ,unless preliminary work is done thoroughly and the routine of change is covered by computerized ways. Balancing is part of this process.

Key factors in Controlling & Scheduling

Throughput time/ unit Work in process delays Critical paths E.g. in meters of cloth or sms of work/minute When there are number of processes ,it is usual to use work in process to buffer against fluctuations in output, each will cause an extension in throughput time. Some processes occur in parallel, some one after another. Some part of any process governs the time taken for process as whole. This is the critical path.

Bottleneck operations

It is essential to identify the processes for which limited capacity restricts output

Key factors in Controlling & Scheduling

Plant utilization How much of the avlbl time is predicted to be used effectively and how much is likely to be wasted in repairs? because there is not suitable work OR no suitably skilled person to run it ? minimum order size effects of changeover waste percentage we may accept an order for a few profitable item but only for a large number of a product of marginal profitability depends on per unit value if one style or type of product is replaced by another-what is the typical expected loss of output? Or changing from dark to light thread e.g. cloth utilization in cutting, combined with the predicted loss of garments in rejects and cloth returns.

General capacity calculation

Example- 1 Factory has 200 line machines, Work time= 40 hrs per week Machinist work= bottleneck Product can be made on any m/c.

Potential output = 200 x 40 x60 = 4,80,000 sms (std minutes of work per week)

General capacity calculation

Example- 2

Factory has 200 line machines, Work time= 40 hrs per week Attendance= 95% only Operators do job they are trained for 80% of time= 80% utilization Average performance = 90 BSI
If output of people not performing upto std is also added, the overall output may increase more- but its better to take a pessimistic view when calculating capacity as there maybe unexpected problems.

Potential output = 200 x 40 x60x 0.95 x 0.80 x 0.90 = 3,28,320 sms (std minutes of work per week)

Production capacity for diff parts of prodn organization

Cutting room- area that can e cut on one table in one day is based on -cutting machinery allocated -skill of the cutters -depth of the lay---as size of order increases the size of lay increases and range of sizes and colors will decrease. - Will be restricted by thickness of material, cutting accuracy required ,and presence or otherwise of a vacuum system to put the block tight .

Based on all this ,fty can prepare a table and link it to a computer, to predict how long an order shd take to complete, as per prodn units avlbl. Such a table is called capacity or skills inventory. Group of workers ,with common level of productivity are called one unit-and this is called as skill center

Calculations of variation in output with style variation

An assumption is made that sufficient spare machinery and sufficient versatile machinists are avlbl to cover style changes. Each style change is covered by considering : -the increase in work content which results from its introduction. -and resulting reduction in output compared to that of a simple garment.

Analyzing a multi-style factory

E.g.- A company makes ladies dresses and jackets . Hence the cutting room has little difficulty in coping with variations of style since types and weights of the leather skins do not vary much over the range. In order to promote efficiency each line is given specific groups or styles or garment families to sew ,as far prodn schedule would allow.

Computerization

Use of computers to handle the PPC function is essential to any large organization. Managers must understand the software completely before buying it. Always essential to run the old system parallel with the new for a period, despite the heavy work load it places on the staff. Computers are invaluable in the making of fast decisions, based on very recent information. Main drive is to reduce inventory and throughput time. Quick response is mainly concerned with the latter and is particularly important in those industries which, like ours, have a high fashion element.

MRP (Materials requirement Planning )

It is a system of information based on requirements of direct materials and part-finished product, in terms of type, volume and the dates by which the manufacturing unit will require them. A master time schedule is prepared for a given time period. In one approach ( regeneration) the complete schedule is renewed ready for the beginning of a new time period. In other (net change) only those aspects that have changed are recalculated and represented .

MRP II (Manufacturing Resource Planning )

It is also a similar system relating to goods of the required type and volume, at a specified place, at a specified planned time. It is dependant on the master plan for that style. It is a rigid system which takes no account of cancelled orders, machine breakdowns, or other irregularities. It actually forced prodn managers to abandon old methods and be more planned and organized. As time has gone MRP II has been successfully modified towards the just in tie approach (JIT).

JIT (Just in Time )

(JIT) Just in time is a pull system of production, so actual orders provide a signal for when a product should be manufactured. Demand-pull enables a firm to produce only what is required, in the correct quantity and at the correct time. This means that stock levels of raw materials, components, work in progress and finished goods can be kept to a minimum. This requires a carefully planned scheduling and flow of resources through the production process. Its origin lies in Japan . This system has been modified to incorporate forward planning and so there is convergence between JIT and MRP II.

JIT (Just in Time )

Modern manufacturing firms use sophisticated production scheduling software to plan production for each period of time, which includes ordering the correct stock. Information is exchanged with suppliers and customers through EDI (Electronic Data Interchange) to help ensure that every detail is correct.

Supplies are delivered right to the production line only when they are needed.
For example, a car manufacturing plant might receive exactly the right number and type of tyres for one days production, and the supplier would be expected to deliver them to the correct loading bay on the production line within a very narrow time slot.

Advantages of JIT
Lower stock holding means a reduction in storage space which saves rent and insurance costs 2. As stock is only obtained when it is needed, less working capital is tied up in stock 3. There is less likelihood of stock perishing, becoming obsolete or out of date 4. Avoids the build-up of unsold finished product that can occur with sudden changes in demand 5. Less time is spent on checking and re-working the product of others as the emphasis is on getting the work right first time
1.

Disadvantages of JIT
1. 2.

3.

There is little room for mistakes as minimal stock is kept for re-working faulty product Production is very reliant on suppliers and if stock is not delivered on time, the whole production schedule can be delayed There is no spare finished product available to meet unexpected orders, because all product is made to meet actual orders however, JIT is a very responsive method of production