PROJECT REPORT ON

Production Control

Production Control: The procedure of planning, routing, scheduling, dispatching, and expediting the flow of materials, parts, subassemblies, and assemblies within the plant from the start to the finished product in an orderly and efficient manner. Coordinating the interaction of people, materials, and machinery so that products are made in the proper amounts at the required times to fill orders. The control of resources such as manpower, money, machinery, production plants and materials throughout the complete production process. Production Planning is the planning of the work Where as, Production Control is working of the plan. Production Control involves dissemination of data preparation of reports regarding output, machine and labour efficiency, percentage defectives etc. Production Control is seeing that the requirements are actually made available at the right place and in the right quantities. Production Control involves actual seeing that the jobs are started and completed as per schedule prepared by the scheduling cell of PP C. Production Control involves actual issue of forms and paper work. Production Control involves !eeping trac! of what is happening and collecting information as to what has happened. Production Control involves suggesting remedial action when the "ob is falling behind schedule. Production Control is thus a diffused activity and includes functions such as dispatching, progressing and expanding.

Objectives of Production Control

Customer Service: Customer service is the set of behaviors that a business underta!es during its interaction with its customers. #t can also refer to a specific person or des! which is set up to provide general assistance to customers. The term customer care has been increasingly adopted by firms, and is generally synonymous in meaning. $actors which contribute to %ood Customer &ervice '. (nderstanding the customers needs ). Wide product range *. %ood quality products+services provided ,. -elivery service

Optimum Inventor !evel:

Optimum Inventor !evel is the best utilisation of the materials at hand and the proper use of stores. &o as to minim.e bloca!age of capital, storage space, orders lost and oportunity cost.

(nderstand the Purposes of, and the Processes (sed for #nventory /anagement to &upport 0perations and /eet Customer 1equirements -efine the Typical Conflicting %oals of #nventory in Companies and Their #mpact on Company &uccess 2earn the Critical 3reas of 4xpertise 1equired 5y the /aterials /anagement $unction to Proactively Perform, (nderstand, and /anage the #nventory Cycle+&upply Chain of the $irm 2earn 6ow to 5uild an #nventory /anagement &trategy That #s Consistent with the %oals of the $irms 2earn the Proper /easurements for #nventory and 0ther 3ssociate Costs Within a Company

Increase in productivit :
#n economics, productivit is the amount of output created 7in terms of goods produced or services rendered8 per unit input used. $or instance, labour productivit is typically measured as output per wor!er or output per labour9hour. With respect to land, the :yield: is equivalent to :land productivity:. Companies can increase productivity in a variety of ways. The most obvious methods involve automation and computeri.ation which minimi.e the tas!s that must be performed by employees. 1ecently, less obvious techniques are being employed that involve ergonomic design and wor!er comfort. 3 comfortable employee, the theory maintains, can produce more than a counterpart who struggles through the day. #n fact, some studies claim that measures such as raising wor!place temperature can have a drastic effect on office productivity. 4xperiments done by the ;apanese &hiseido corporation also suggested that productivity could be increased by means of perfuming or deodorising the air conditioning system of wor!places. #ncreases in productivity also can influence society more broadly, by improving living standards, and creating income. They are central to the process generating economic growth and capital accumulation. 3 new theory suggests that the increased contribution that productivity has on economic growth is largely due to the relatively high price of technology and its exportation via trade, as well as domestic use due to high demand, rather than attributing it to micro economic efficiency theories which tend to downsi.e economic growth and reduce labor productivity for the most part.

Production and "mplo ment Stabili#ation:

3fter Production Planning, the production control starts what it does is have a stabili.ing effect on the whole production process. 3lso after wor!ing every thing out and deciding "obs, they are allocated to different s!illed labour, this is 4mployment &tabili.ation.

"ffective Communication:
People in organi.ations typically spend over <=> of their time in an interpersonal situation? thus it is no surprise to find that at the root of a large number of organi.ational problems is poor communications. 4ffective communication is an essential component of

organi.ational success whether it is at the interpersonal, intergroup, intragroup, organi.ational, or external levels. #n this chapter we will cover the basic process of communication and then we will cover some of the most difficult communication issues managers@ face9providing constructive and effective feedbac! and performance appraisal.

"conom of the $ime:

3ll Production control processes will be directly influenced by the 4conomy of that time. 3lso the data collected provides the executives with a sound basis for long term planning.

"lements of Production Control

%ispatching:
-ispatching is the tric!iest part of production planning and control. #t concerns in physical release of manufacturing order and allocation of "obs to wor!men on different machine? withdrawing materials and tools for such "obs form stores and delivering in advance to shop? supervising movement of materials form and to the machines and inspection bays? !eeps records of idle time and spoilage of "obs during manufacturing? co9ordination with scheduler and shop? exercising day to day control on wor! in progress? and reporting delays and interruptions. -ispatchers therefore may be loo!ed upon as the representatives of production planning and control department.

&ollow'up:
Progressing is the process of chec!ing actual performance against the production plan and reporting exceptional deviations to the concerned authorities for the corrective action. Progressive function consists in !eeping a watch on flow of materials, recognition of delays and interruptions, ta!ing steps to rush up the remaining operations, and communication possible delays to the customer 7wherever necessary8 #t is some times argued that progressing is only a substitute for poor planning. &hould a driver ta!e his hands of the steering wheel because the road is straightA Bo he cant do this. &imilarly, progressing is required even if the material control and process planning functions are discharged satisfactorily scheduling is done properly, manufacturing orders are released on date and the foremen carries out the plan as outlines in the schedules. There are usually a number of factors which tend to push the schedules of the mar!. &ome of the important ones are as under? -elay in receipt of material form vendors. 4xcessive absenteeism 7more that normal8. /achine 5rea!down. 4xcessive spoilage. 4rrors in drawings. &tri!es.

The need for progressing is also created when the customers do the follow9up on their own to !now the status of their "obs.

Inspection: 3n inspection is, most generally, an organised examination or formal evaluation exercise. #t involves the measurements, tests, and gauges applied to certain characteristics in regards to an ob"ect or activity. The results are usually compared to specified requirements and standards for determining whether the item or activity is in line with these targets. #nspections are usually non9destructive.

"valuation and Corrective action: "valuation is the systematic determination of merit, worth, and significance of something or someone.
"valuation methods and techniques Case stud Clinical trial Competitor anal sis Content anal sis Cost'benefit anal sis &easibilit stud (arketing research Process improvement )ualit management Si* Sigma $otal )ualit (anagement

Corrective +ction 3ction to eliminate the cause of a detected nonconformity. There can be more than one nonconformity. Corrective action is ta!en to prevent recurrence. Correction relates to containment whereas corrective action relates to the root cause. -one on the basis of the 4valuation methods and techniques.

Scope of Production Control

)ualit Control: #n engineering and manufacturing, qualit control and qualit engineering are involved in developing systems to ensure products or services are designed and produced to meet or exceed customer requirements and expectations. These systems are often developed in con"unction with other business and engineering disciplines using a cross9functional approach.

$otal qualit control

Total Cuality Control is the most necessary inspection control of all in cases where, despite statistical quality control techniques or quality improvements implemented, sales decrease. The ma"or problem which leads to a decrease in sales was that the specifications did not include the most important factor, DWhat the customer requiredE. The ma"or characteristics, ignored during the search to improve manufacture and overall business performance were:9 1eliability /aintainability &afety

+ctivit Control: #t involves the release of manufacturing orders and resources through dispatching. ,eplacement Control: #t involves replacement of re"ected raw materials and wor! in process by fresh inventories. !abour "fficienc Control: #n classical economics and all micro9economics labour is a measure of the wor! done by human beings and is one of three factors of production, the others being land and capital. There are macro9economic system theories which have created a concept called human capital 7referring to the s!ills that wor!ers possess, not necessarily their actual wor!8, although there are also counterposing macro9economic system theories that thin! human capital is a contradiction in terms.

$ pes of labour
6ighly &!illed &!illed &emi &!illed (ns!illed Folunteer /anual labour

Wage labour

Control on $ools: #t involves ma!ing available proper tools as required by the specification of production. Control on Inventor : #nventory control is concerned with minimi.ing the total cost of inventory. The term often used is stoc! control. The three main factors in inventory control decision ma!ing process are: The cost of holding the stoc! 7e.g., based on the interest rate8. The cost of placing an order 7e.g., for row material stoc!s8 or the set9up cost of production. The cost of shortage, i.e., what is lost if the stoc! is insufficient to meet all demand.

Control on (ethod: /ethod study is the process of sub"ecting wor! to systematic, critical scrutiny in order to ma!e it more effective and+or more efficient. #t was originally designed for the analysis and improvement of repetitive, manual wor!, but it can be used for all types of activity at all levels of an organisation. The process is often seen as a linear, described by its main steps of: &elect 7the wor! to be studied8? 1ecord 7all relevant information about that wor!8? 4xamine 7the recorded information8? -evelop 7an improved way of doing things8? #nstall 7the new method as standard practice8? /aintain 7the new standard proactive8.

Procedure for Production Control

Order Control: Wor! order control personnel coordinate maintenance service activities between physical plant shops where multi9crafts are required. They handle all wor! order requests for the campus and distribute them to the appropriate shops. Wor! order control also schedules and oversees special pro"ects for other campus departments. The department performs bac! charging for wor! order related activities, and maintains records of labor+material costs.

Production Control:

The procedure of planning, routing, scheduling, dispatching, and expediting the flow of materials, parts, subassemblies, and assemblies within the plant from the start to the finished product in an orderly and efficient manner. Coordinating the interaction of people, materials, and machinery so that products are made in the proper amounts at the required times to fill orders. The control of resources such as manpower, money, machinery, production plants and materials throughout the complete production process.

&low Control: Continuous industry is !nown to produce mass consumption goods. as orders are repetitive in nature flow control is conveniently used. #t is because planning and control activities do not much change with time. #n flow control the deviation for the plan is !ept at minimum level so that the system operates most effectively.

!oad Control: 2oad control gets its name form the emphasis that it puts on !ey machines. #t allocates the time of large !ey machines to certain orders or products e.g. in printing presses. 2oad control is smooth in continuous industry but not in intermittent industry because machines need to stop when there is change for one lot to another. -lock Control: 5loc! control is both a method of reali.ing identical amount of wor! to the factory at half the intervals and a method of pushing orders through. 5loc! control uses no schedules in the usual senses of the term. -epartment are required to finish the whole bloc! before clearing the next bloc!. Special Project Control: 0rder control used in ordinary "ob lot shops are not used for special pro"ect or giant products. %iants products, for production control processes are through of as being made up of ma"or schedules or segments. Sub'Contracting: &ubcontracting involves haring another firm to do some of the manufacturing process or to give component parts that will be used to mar!eting the finished good. #n other word, subcontracting is one method of buying instead of ma!ing. &ub contraction refers to contractual arrangement between manufacturing units. #t will save the buyers form incurring investment cost in speciali.ed machinery and tooling which may not be usable for these regular production requirements. 3s the subcontractor incurs such cost, it is reflected in his operation cost. There is a factor of relative cost between doing the "ob in the plan and subcontracting for it.

Conclusion

#n today@s day and age and for the production managers of tomorrow it is critical that they follow Production control, to optimi.e the production rate, productivity, and minimi.e the cost of production. This decision can be ta!en on the basis ob"ectives of production control. #mplementing the elements of production control considering, the procedures of production control.

-ibliograph
.ebsites: http://strategicsourcing.nav .mil/reference0documents/defs.cfm http://www.crfonline.org/orc/glossar /p.html http://www.crfonline.org/orc/glossar /p.html http://www.lmu.ac.uk/lis/imgtserv/tools/methods.htm http://home.ubalt.edu/ntsbarsh/-usiness'stat/otherapplets/Inventor .htm http://pp.ualr.edu/work0order0control.htm http://en.wikipedia.org

-ooks: Production 1operations2 (anagement ' Prof. !.C.3hamb Production and operation management ' Prof. Chase 3acob