OPERATION PLANNING

AND CONTROL

PLANNING PROCESS :
LONG TERM,MEDIUM
TERM AND SHORT TERM
 Operations Planning and Control

 Planning, direction and co-ordination of the

firm’s facilities to achieve the predetermined
production objectives in the most economical
manner.
Operations Planning Overview

 Long-range planning
 Greater than one year planning horizon

 Intermediate-range planning
 Six to nine months

 Short-range planning
 One day to less than six months
 Levels of Operations Planning
 Strategic Planning: A process of thinking through
the organization's current mission and environment
and setting forth a guide for future decisions and
results (strategic planning is done by top
management to develop long term plans).

 Tactical planning: Planning over a medium range

time horizon by middle level management.

 Operation Planning done over a short-time span by

the junior level management, mainly concerned with
the utilization of facilities.
 Operation Planning and Control
Function- Phases

3 Phases in PPC function are:

(i) Planning phase

(ii) Action phase
(ii) Control phase
Operation Planning and Control
Functions
 The functions of PPC can be classified under the following :

 Materials
 Methods
 Machines and Equipment's
 Routing(sequence of process)
 Estimating
 Loading and Scheduling
 Dispatching
 Expediting or Progressing
 Inspection
 Evaluating or Controlling
 Operations Planning - Inputs

 Quantities of each product group that must

be produced in each period.

 Desired inventory levels.

 Resources of equipment, labor, and material

needed in each period.

 Availability of resources.
 Hierarchical Planning Process

Items Production Planning Capacity Planning Resource level

Product lines Aggregate Resource
or families Production Plan Requirements Plan Plants

Individual Master Production Rough-Cut Critical work

products Schedule Capacity Plan centers

Material Capacity All work

Components Requirements Plan Requirements Plan centers

Manufacturing Shop Floor Input/Output Individual

operations Control Control machines
 Aggregate Planning
Aggregate planning involves planning the best quality to
produce in the intermediate-range horizon (3 months to one
year)
Aggregate production planning is the process of
determining output levels of product groups over the next 6 to
18 months period.

Objectives of Aggregate Planning

i. The overall objective is to balance conflicting
objectives involving customer service, work force
stability, cost and profit.
ii. To establish company-wide strategic plan for
allocating resources.
iii.To develop an economic strategy to meet customer
demand.
 Importance of Aggregate Plans
 The various inputs to aggregate plans that affect
the performance of production and operations
managers are:
i. Engineering
ii. Materials
iii. Operations
iv. Marketing and distribution
v. Accounting and finance
vi. Human resources
Inputs and Outputs For Aggregate Planning

Capacity Strategic Company

Constraints Objectives Policies

Demand Financial
Forecasts Operation Constraints
Planning &
Control

Size of
Workforce Units or dollars
Production Inventory subcontracted,
per month Levels backordered, or
(in units or $) lost
External/Internal to firm : Economy,Political situation,Natural/manmade calamities,unions, Multi-
skills,Vendor capacity,Raw material availability, Competitors plans…
Demand Management -Types of Demand

 Make-to-Stock (MTS)
 Assemble-to-Order (ATO)
 Make-to-Order (MTO)
 Types of Demand vs Lead Time Inventory
Investment

Low
Engineer
to Order

Make
to Order

Assemble
to Order

Make
to Stock

High

Engineering Procurement Fabrication Assembly Delivery

 Product Structure – Bill of Material

 Standard tree (more subassemblies

than products and more components
than subassemblies, large BOM).
 Modular (Fewer subassemblies or
modules than final products, small
BOM).
 Inverted (Process industries).
 BILL OF MATERIAL STRUCTURE
Independent Demand

ASSEMBLY A Dependent Demand

B(4) SUB-ASSLY C(2)

D(2) E(1) D(3) F(2)

COMPONENTS

Independent demand is uncertain. Dependent demand is certain.

 Master Production Scheduling
 Objectives of Master Production Scheduling
1. To schedule end items to be completed promptly and
when promised to customers.
2. To avoid overloading or underloading the production
facility so that production capacity is efficiently
utilized and low production costs result.
Functions of MPS:
• Translating aggregate plans
• Evaluating alternative master schedules
• Generating material and capacity requirements
• Facilitating information processing
• Maintaining priorities
• Utilizing the capacity effectively.
 Master Production Schedule (MPS)

 Time-phased plan specifying how many

and when the firm plans to build each end
item
Aggregate Plan
(Product Groups)

MPS
(Specific End Items)
Guidelines for Master Scheduling
1. Work from an aggregate production plan
2. Schedule common modules when possible
3. Load facilities realistically
4. Release orders on a timely basis
5. Monitor inventory levels closely
6. Reschedule as required
Example

Executive
Line
Durable
Line

Umbrella

Compact
Line
 MPS for Umbrellas

April May
Week 1 2 3 4 5 6 7 8
Executive 150 150
Durable 120 120
Compact 200 200 200 200

Aggrgate 550 790

production
plan
Output of MPS
 Production schedule for a family of
products
 Master Production Schedule (MPS).
 It specifies
 the sizing and timing of specific item
production quantities.
 the sizing and timing of manufactured or
purchased components.
 allocation of resources to individual
operations.
 Capacity Planning

 Capacity planning involves activities such as:

a. Assessing existing capacity

b. Forecasting future capacity needs
c. Identifying alternative ways to modify capacity
d. Evaluating financial, economical and
technological capacity alternatives
e. Selecting a capacity alternative most suited to
achieve the strategic mission of the firm.
Capacity planning involves capacity decisions
that must merge consumer demands with human,
material and financial resources of the
organization.
 Aggregate Capacity Planning(RCCP-RCP)
 Need for Aggregate Capacity Planning
1. It facilitates fully loaded facilities and minimizes
overloading and under-loading and keeps production
costs low.
2. Adequate production capacity is provided to meet
expected aggregate demand.
3. Orderly and systematic transition of production
capacity to meet the peaks and valleys of expected
customer demand is facilitated.
 Steps in Aggregate Capacity Planning
i. Determine the demand (i.e., sales forecast) for each product for
each time period (i.e., weeks or months or quarters) over the
planning horizon (6 to 12 months).
ii. Determine the aggregate demand by summing up the demand for
individual products.
iii. Transform the aggregate demand for each time period into workers,
materials, machines required to satisfy aggregate demand.
iv. Identify company policies that are pertinent (e.g., policy regarding
safety stock maintenance, maintaining stable workforce etc.).
v. Determine unit costs for regular time, overtime, subcontracting,
holding inventories, back orders, layoffs etc.
vi. Develop alternative resource plans for providing necessary
production capacity to support the cumulative aggregate demand
and compute the cost of each alternative plan.
vii.Select the resource plan from among the alternatives considered
that satisfies aggregate demand and best meets the objectives of the
firm.
Flow Chart for Rough-cut Capacity Planning
Material Requirements Planning
(MRP)

 Material Requirements Planning (MRP) is a

system for planning the future requirements of
dependent demand items.
Inputs & Outputs in MRP
Inputs & Outputs in MRP
Bill of

INPU Materials
(BOM)

TS Master
Production
Schedule
(MPS)

Inventory
Status

Order Release
MRP Processing Logic Report
(Computer-based/
Manual)
Planned
Orders Report
Order
Changes
Report
OUTPU
TS
Inputs and Outputs in Material Requirements Planning
MRP Inputs

Master Production Schedule: One of the

three primary inputs in MRP, specifies what end
products are to be produced, in what quantities
and when.

Bill of Materials file: Provides the information

regarding all the materials, parts and sub
assemblies that go into the end product.

Inventory Status file: Gives complete and up-

to-date information on the on-hand inventories,
gross requirements, scheduled receipts and
planned order releases for the item.
MRP System Outputs

Primaryoutputs of MRP Systems:

 Planned order schedule
 Changes in planned orders

Secondary inputs of MRP system:

 Exception reports
 Performance reports
 Planning reports.
Calculation of Order Size in MRP

There are four methods of calculating the order size in

MRP. These are:
 Lot-for-lot Method
 EOQ Method
 Least Total Cost Method
 Least Unit Cost Method
Steps in Calculation of MRP Net
Requirements

 Access and Validate Gross Requirement

 Review of Stock Position

 Review of Lead Time

 Review of Inventory Control Policies

 Review of Bill of Material

 MRP In Services
 In an MRP system for services, the master schedule can
represent services to be provided. An example, of a
product-service package is a food catering service
which requires preparing and serving meals for a large
number of customers.
 Distribution Requirement Planning (DRP): A time-
phased stock-replenishment plan for all levels of a
distribution network using the MRP planning logic.
(QSR – Jumbo Vada Pav)
Impacts of MRP Run

The continuous monitoring of available stock within

reorder point planning is carried out in Inventory Management

If withdrawal has caused stock levels to fall below the reorder level,
the system makes an entry in the planning file for the next planning
run

It takes care of stock returns which increases stock levels and deletes
procurement proposals which is not required by making an entry in
planning file

The system compares the available stock at plant level (including

safety stock) plus the firmed receipts that have already been planned
(purchase orders, production orders, firmed purchase requisitions and
so on) with the reorder point

Contd..
 Impacts of MRP Run

The system then calculates the procurement quantity according to

the
lot-sizing procedure defined in the material master

The system then schedules the procurement proposal, that is, the
system calculates the dates on which the purchase order has to
be
sent, or when production has to begin and the date on which the
vendor has to deliver the goods or by which production has to
have
the goods ready.
 MRP Controller
The MRP controller is responsible for all activities related to specifying
the
type, quantity, and time of the requirements

He should also calculate when and for what quantity an order

proposal has
to be created to cover above requirements.

The MRP controller needs all the information on stocks, stock

reservations,
and stocks on order to calculate quantities, and also needs
information on
lead times and procurement times to calculate dates.

The MRP controller defines a suitable MRP and lot-sizing procedure for
each material to determine procurement proposals.
 Main Functions of Production
Planning and Control Department
Production Planning Functions
1. Estimating : It involves deciding the quantity of
products to be produced and cost involved in it
on the basis of sales forecast.

2. Routing : Defines what work has to be done,

where and how it will be done.

3. Scheduling : Assigning work to the facility with

the specification of time regarding when to start
and when to complete the work.

4. Loading : It is the process of assigning jobs to

machines or workers or work centres based on
relative priorities and capacity utilization.
Production Control Functions

1)Dispatching: An implementation function

which is concerned with getting the work started
on the shop floors.

2)Expediting/Follow-up/Progressing
Ensuring that the work is carried out as per the
plan and delivery schedules are met.
 Production Control

1. Control of Planning
2. Control of Materials
3. Control of Tooling
4. Control of Manufacturing Capacity
5. Control of Activities
6. Control of Quantity
7. Control of Material Handling
8. Control of Due Dates
9. Control of Information
Aggregate Production Planning - Example
Names Jan Feb Mar Apr May June Total
Beginning Inventory 200
Demand Forecast 500 600 650 800 900 800
Safety Stock(0.2 *
Demand Forecast)
Production
Requirement ( Dem
Forecast + Safety
Stock – Beg. Inv)
Ending Inventory ( Beg
Inv + Prod. Req. - Dem
Forecast)
Workers Required
Average Inventory

* Oneworker can
produce 50
products per
month
Aggregate Production Planning - Solution
Names Jan Feb Mar Apr May June Total

Beginning Inventory 200 100 120 130 160 180

Demand Forecast 500 600 650 800 900 800

Safety Stock(0.2 * 100 120 130 160 180 160

Demand Forecast)

Production Requirement 400 620 660 830 920 780

( Dem Forecast + Safety
Stock – Beg. Inv)

Ending Inventory ( Beg 100 120 130 160 180 160

Inv + Prod. Req. - Dem
Forecast)

Workers Required 8 12.4 13.2= 16.6=1 18.4= 15.6 =

=13 14 7 19 16
Average Inventory 150 110 125 145 170 170