POM Unit Two.pptx, PRINCIPLES OF MANAGEMEN

PRINCIPLES OF MANAGEMENT - MBA BUSINESS MANAGEMENT

1. P r odu c tion P la n ni n g T ec hni q u e s f or Va r io u s P r o ce ss Choi ce s Produ c tion planning is a three - step pr o ce ss. I t involv e s S c h e duling, Esti m ating and F o r ec asting . T o p e r f o rm this task the c ustom e rs' or d er s , prod uc ti o n ca p ac ities a nd fo r e s e e ing o f futu r e inv e ntori e s a nd tr e nds a re e s s e nti a l . 1

2. Job Me thod T h is te c h n ique i s u s e d if ei t h er on e sin g le w o r k er o r a g ro u p o f wo r k e r s are n ee d e d to p ro d u ce th e w a r e o r p ro du ct. T h at is, i f t h e work ca n not b e b r o k e n d o wn i n to p arts, th is m e thod i s u s ed . The s c ale o f o p erat i on s f o r t h e s e typ es o f jobs c o u ld b e si m p le or c o mp l e x. T h e m e tho d is o ften u s e d when c u s t o m e r specif i c at i on s are im p o rtant i n t h e p ro d u ct i o n . E x amp l es o f p r o fessio n als w h o u se th e J o b M et h o d o f p r odu cti o n p lan n i n g are h air d ress e rs, c ook s a n d tail o r s .

3. Bat c h Me thod I n this method, the work is brok e n down into p a r t s . T o prod u c e on a la r ge s ca le, o n e b a tch of w o rk e rs wo r ks one p a rt while a nother group wo r ks on a not h e r. A hit c h in this method is that for a n y p a rt of w o rk to pro c ee d, i t is e ssential that the w o rk in the p r e vious b a tch is tot a l l y c ompl e t e d. This method r e quir e s sp ec i a li z a ti o n o f labor f or e v e r y division of the busin e ss. A n e x a mple of busin e sses that use the B a tch M e thod would be manu f ac tu r e rs of e l e c tr o nic p a rts.

4. F low Me t h od This method is a n improvis a tion on the b a tch method. The int e nt h e re i s to improve on the qu a li t y of wo r k a nd on the flow of mat e ri a l b e ing wo r k e d, r e du c tion in labour c osts a nd f a ster d e liv e r y o f t h e e n d prod uc t. W ork is on c e a g a in distribut e d but the proc e ss on a ll p a rts pr o g r e s s e s simult a n e ous l y a s a f lo w . On c e a ll the p a rts a re man u fa c tur e d, th e y a re a ll a ssembled to g e t h e r in the e nd. The ware is prod uce d b y num e rous int e r c onn ec t e d steps in whi c h the r a w mat e rial moves f r om one st a g e t o a nother without int e r r uptions a nd time d e l a y s. T e l e vision manu f ac turi n g utili z e s the F l o w M e thod .

5. P r o ce ss M e thod The prod uc tion us e s a unifo r m s e qu e n c e . H e n c e the prod uc tion is a l w a y s c ontinuous. The r a w ma t e ri a ls a re f e w a nd r e c e ived f r om f e w sourc e s. The e nd unv a ri e d prod uc t is made on the lat e st a nd m ost sophisti ca ted ma c hi n e r y .

6. P r odu c tion P la n ni n g St e ps Produ c tion planni n g is the lif e blood of a n y m a nuf a c turi n g c om p a n y . I t involv e s finding the d e li ca te b a la n c e b e tw ee n s a tis f y i n g c usto m e rs a nd ma na g ing suppli er s . A c ompa n y ca n h a ve a d y n a mic b u siness model a nd w a ste hours of time a nd doll a rs on r e dund a nt pro c e sse s . W hile no two prod uc tion plans a r e a l i k e , mapping out the pro c e ss 1 s a c ommon w a y pro d u c tion e n g i n ee r s look for a r e a s of opp o rtuni t y .

7. S t e p s M a p the Pro c e ss L ook for V a l u e Oppo r t u nities C a p ac i t y Planni n g M ap t h e P r o ce ss F rom s a les a nd ma r k e ti n g to r e s ea r c h a nd d e v e l opmen t , the prod uc t c y c le is the most c ritic a l pro c e ss in a manu f ac turi n g fi r m. S a les a nd ma r k e ti n g n ee d to k now the timing of a dditional output, ta r g e t s a nd e sti m a t e d le a d times for c ustomi z e d ord e rs. Op e r a tions identifi e s the n ece ss a r y r e sourc e s a nd p ro c u r e ment finds the b e st pri c e s. The r e sult is a n e ff ec tive p rodu c tion plan with thr e e major steps: b u y a t the low e st pri c e f o r the b e st qu a li t y , prod u c e the b e st qu a li t y using a n optim a l lev e l of manp o w e r, a n d s e ll mat e ri a ls at a h i g h e r pr i c e than c ost. The b e tt e r a manu f ac t u ring c om p a n y is a t the s e thr e e thin g s , the more su cce ssful it will b e . 2

8. Look f or Value O p po r tuniti e s F o r m a pro c e ss e n g in ee ring t e a m to a n a l y z e a nd c re a te pr o ce ss flow dia g r a ms for a ll major proc e sses in the prod uc tion c y c l e . L ook for c ommon a nd/or r e d u nd a nt pro c e ss e s . D e p e ndi n g on t h e t y pe of busin e ss, y ou m a y w a nt to s e g m e nt y our prod uc t g roups. D e te r mine if c e r t a i n p r o d u c t g roupi n g s a r e ea sier to fo r e ca st in te r ms of s a les. S e e wh a t tr e nds y ou ca n find b y looki n g a t the d a t a f r om dif f e r e nt p e rs p ec ti v e s .

9. Ca p a c i ty P la n ni n g: F o c u s o n ca p aci t y p la n n ing t h is i s th e p ro c ess o f id e n t if y ing re s ou rc e s . Ca p aci t y p lan n i n g , as a d e p artm e nt, i s u suall y t h e g r o u p t h at must create th e b alance d isc u ss e d in th e i n tro du cti o n . At so m e po int, d e p e n d ing o n y o u r s a les c y cle, c u st o m e r o rders must b e re p la c ed with f o recasts a n d acc u racy b ec o m e s a p rim a ry c on cern . D e ter m inin g ca p aci t y i s a fu n cti o n o f h ist o r ic a l tren d s a n d in f o rmat i o n a b o ut p r o du cti o n d e v el op m e nt c y cles. T i mi n g i s cri t ic a l si n c e bot t lenec k s can h a v e fu tu re effects a n d r e qu ire a ddi tional m a npo w e r; th at is, b ot t l e n ec k s a r e not stat i c. Th e right sy stem w i ll l o o k for o p po rt un i t i es t o e x tend bo t h ca p aci t y a n d qu e u e t i m e . Creat i n g th is b u b b le can g reat l y in crease op erat i on al flex i b i l i t y a n d resp o n si v e n ess t o c h a ng es i n t h e d ema n d c y c l e .

10. t o n o d o wn t ime . 10 P r odu c tion pla n n i ng c on ce pts: Produ c tion planning is a te r m a ssi g n e d to the v a rious t y p e s of pl a nning te c hniques d e si g n e d to ma x imi z e prod uc tion a nd pr o fit a bili t y . Altho u g h m a n y o f t h e s e t e c h n i q u e s a r e m a t h e m a ti c a l i n n a t u r e , c on ce pts s u c h a s inv e nto r y c o ntro l , ca p aci t y p lan n ing a n d ro l l ing h o riz o n s must b e u nd erst o o d i n o rder for a n y p la n n ing te c hniqu e t o b e effect i v e. Un d ersta nd i n g p r o d u ct i o n- p la n n ing c on ce p ts i s u s e fu l f o r a n y b u si n ess loo k i n g t o im p r ov e efficie n cy a n d reap th e c o st s a v ings. A spe c t s of P r oduc t i on Planning : P ro d u ct i o n i s p lan n ed u si n g a l o n g-ter m , m e diu m -term o r s ho rt-term v iew. Lo n g - term v iews fo c u s o n th e m a j o r d ecisi on s a c o mpan y m a k es th at influ e n c e c a p aci t y, wher e as sh o r t -term v iews fo c u s more o n u sing more efficie nt l y what a c o mpany alre a d y h as. M e diu m-term v iews f o c u s o n a d j u stm e nts, s u ch as hir i n g, f ir i n g, l a yo ffs, in creasi n g inv e n t o r y , o r e xp ect i n g b ack ord e rs . T yp ic a l l y , c o mpan i es h a v e s e p arate p ro d u ct i o n p lans for t h e d iffer e nt t i me ho rizo n s . W hi l e a c o mpany can fo c u s it s efforts o n a p art i c u lar h o rizo n, e v e n t o t h e e x cl u si o n o f th e o t h ers, i t i s b e n eficial t o m a in tain a fo c u s o n th e long te r m, e v en i f th at f o c u s i s b ro a d. Fo r e x amp l e, a c o mpany fo c u s e d o n in creasi n g p rofi t m a rg in s i n th e s h ort term mi g ht n e g le c t t o rei n v est so me o f tho se p ro fi t s--a b ad i d ea for a n y b u si n ess i n t h e long t erm. In v en t ory C on t ro l : In v e n t o ry c o ntro l , wh ile a large p art o f p ro du ct i o n p lan n i n g , i s fr e qu e nt l y loo k ed at as a mi n o r su b s e t o f su pp l y c h ain m a n a g eme nt; ho w e v er, inven to r y c ont r ol i s a crucial p art o f th e p r o du cti o n sy stem. Asi d e fro m t h e d eter m in at i o n o f the mi n im u m level o f st o ck a c o mpany can m a in tain as s a fety a g ai n st a b al l o o n i n c u st o m e r d ema n d , inv e n t o ry c o nt r ol loo k s at th e c o sts associated with m a in tai n ing in v e nto ry , bo t h o f raw m a terials a n d finished prod uc t. I nv e n t o ry c ontrol is a f f e c t e d b y c h a n g e s i n c ustom e r d e mand, holdi n g c osts, or d e ri n g c osts a nd b ac k - order c osts. Ca p a c i ty P la n ni n g Ca p aci t y p lan n i n g at t emp t s t o m a tch th e v o lu m e th e c o mp a n y i s p r o du cing t o c u s t o m e r d ema nd. M a x im u m ou t put ca p aci t y i s calcu l at e d a n d an o p t i m a l ca p ac i ty i s d eter m in e d . T o o m u ch ca p aci t y can resu lt i n a l o w ret u r n o n ass e t inv estm e nt, wher e as to o l i t t le ca p aci t y c an d ri v e awa y c u st o m e rs b y h a v i n g to o m a n y b ac ko r d ers, o r e v en h a v i n g to refu se o rders. A go o d c a p aci t y p lan h as a le v el amo unt o f i n p ut (raw m a terials a n d oth er res o u rces) for it s ou t put (t h e act u al p ro d u ct) with l i t tle t o n o b ot t l e n ec k s a n d little

11. 11 Agg r e ga t e P la n ni n g F i n i sh e d invento r y is fr e qu e nt l y ma na g e d thro u gh a g g reg a te planni n g , a method that loo k s a t prod u c tion, the wo r k f or c e its e lf a nd in v e nto r y mana g e ment. A ggre g a te plans h e lp mat c h supp l y a nd d e m a nd while minim i z ing c osts b y a pp l y i n g upp e r - le v e l f or e ca sts to low e r lev e l, prod u c tion - floor s c h e dulin g . A g g re g a te pl a ns do this b y lumpi n g to g e t h e r r e sou r ce s in a v e r y g e n e r a l w a y ; s u c h a s a ll labour a r e " la b our r e sourc e s" a nd a ll ma c hines " ma c hi n e r e sourc e s . Plans e ith e r " c h a s e " d e mand (such a s a flo ra l shop, w h e re the prod uc ts a r e made in r e sponse to a n ord e r) or a ssume " lev e l " d e mand (su c h a s a c lothing manuf ac tu r e r, wh e re t h e prod uc ts a r e prod uce d a t a re g u l a r r a te a nd simp l y stor e d until d e mand r e quir e s them ) . Rolling Hori z on Re g ardless o f t h e c o n ce pt emp l oy ed i n p ro du ct i o n p lan n i n g , an e x tre m ely u s e fu l c on ce pt i s "ro l l i n g h o rizo n . " P r o d u ct i o n p la n n ing d e p e n d s u p o n certain assum p t i on s of c u st o m e r d ema n d a n d d el i v ery ; a "ro l l i n g h o r izo n " m e a n s t h at a c o m p a n y im ple m e n ts a p r o du cti o n p lan b ut s ets u p t o re v iew it s effect i v e n ess i n a sh ort t i me (such as a y early p r odu cti o n p lan b ei n g re v iewed a n d a d j u sted b iwee k l y ) . Using a "ro l l i n g ho riz o n " al l o ws a c o mpany t o b e more reflex i v e a n d a d a p t iv e. A F o r m at f or P r odu c t i on P la n ni n g Produ c tion planning o r i g inat e d in the 1 960 s , but b ac k then the s y stem op e r a ted in a b ac kwards f a shion. All of the planni n g w a s b a s e d on th e d e liv e r y d a te a nd wo r ki n g b ac k throu g h the prod uc tion sta g e s f r om ther e . I n the 21st ce ntu r y , c ompani e s must a d a pt to n e w w a y s of planni n g a nd s c h e duling p rodu c t pro c e sses. W ith the introdu c tion of le a n manu f ac turi n g t e c hniqu e s, planning n ee ds to be just a s str ea mlined if not more so to incr ea se prod uc tivi t y , k ee p up w ith d e mand a nd ma x im i z e the c ompa n y ' s r e turn on investm e n t s . S tr e a m in g D a t a I t u s e d to be t h a t pl a nning a nd prod uc tions s c h e dules w e r e done on a we e k - to - w ee k b a sis. Compani e s of to d a y n ee d to h a ve " r e a l - tim e " d a ta in order to be e ff ec tive a nd c ompetitive. All lev e ls of the prod u c tion plann i ng proc e ss must be a ble to acce ss c u r r e nt, up - to - th e- minute d a ta in ord e r to prop e r l y p l a n p r od u c tio n s c h e d u l e s . This f o r m of pl a nnin g i s p a rt o f t h e n e w e st g e n e r a tion o f p lan n i n g cal l ed th e A P S --a dv a n ced p lan n i n g a nd s c h e dul i n g -- s y stem. B r a c k e t e d S c h e duling Sc h e dul i n g u s e d t o b e b as e d u p o n th e p r opo s e d D eli v e r y d ate. Now prod uc tion planning n e e ds to b e m o ving in a f o rwa rd dir e c tion. D e l i v ery d ates are b as e d o n when

12. 12 p ro d u ct i o n will act u all y b e g i n . All o f th e fact o rs involv e d, includi n g i nv e n t o ry , t ool i n g , m a npo w e r a nd m a te r ial a v ai l a bi l i t y, are c o m bi n ed in t o an e q u at i o n t h at d eter m in es a more real i stic esti m ate o f th e d eli v ery d ate for th e c u st o m e r. Visibility M o st le a n m a nu fact u ri n g e nvi r on m e n ts are u sing a m a d e - t o - o rder at t i t ud e when it c o m e s t o p ro d u ct i o n p lan n ing. T h is a p p ro ach giv es th e m a nu fact u rer th e a bi l i t y to mo ni t o r t h e act u al p r og ress o f th e o rder i n stead o f u sing c o m p lex a l g o ri t h ms t o d e fi n e what reso u rces will b e n ee d ed t o c o m p lete it . T h is rea l -t i me m e th o d streamli n es t h e inv e n t o ry-c o n trol as pect o f p lan n in g . D e liv er y P r o m ises F ai l in g t o k eep d el i v ery- d ate p ro mis e s h as a l w a y s b een th e b a n e o f a n y p r o du cti o n e nv iro n m e nt. Using t h e APS s y stem t o al l o cate a n d o rder su p pl i es b efore t h e p ro d u ct i o n e v en b e gin s h el p s k eep th e d el i v e r y p r o mis e s more real i st i c . A d d t o th at t h e a bi l i t y o f o b tai n i n g u p - t o - d ate d ata o n all o f the as pects o f th e p ro j e ct a n d d el i v ery d ates b ec o me more o f a real i ty th an a g u es s . M ulti - Site P la n ni n g I nt e rd e p e nd e n c y o f pro d u c tion b e t w ee n t w o or more sit e s h a s a l w a y s b ee n a probl e m in p rodu c tion planni n g . W h e n multiple s i tes a re n ee d to c ompl e te the whole pro j ec t, o r g a n i z a ti o n a nd pro p e r planni n g a re e ssential. N e w APS s y stems a llow the plann e rs the a bili t y to c ommuni c a te with other manu f a c t u ring sit e s to str ea mline the flow pro c e ss a n d si g nifi ca nt l y r e d u c e downtim e . Cost O p ti m iza t ion Optimi z ing the c ost p e r f orm a n c e of p r o d u c ti o n p ro je c t is p a r a mount c ompani e s . E f fi c i e n c y of the planning s c h e dulin g te a ms is ess e nt i al t o lo w e ring c o sts b y d el i v eri n g o n ti m e , re du ci n g do w nt i m e , re du cing d efects a n d k ee p ing t h e su pp l y inv ent o ry t o a mi n im u m wh i le sti l l a p p ly i n g th e pull m e thod o f p ro d u cti o n . L o w e ring c o sts m a k es th e p ro du ct e v en more v a lu a bl e . Dyna m ic P la n ni n g D y n a mic planni n g sho u ld a lso be e mpl o y e d to pr e p a re t h e c ompa n y f or the " w h a t i f " situ a tions that a lw a y s a ris e . H a ving plans a lre a d y ma d e to acc omm o d a te a v a ri e t y of dif fe r e nt s c h e duling possibilities is ju s t g ood b u siness . W ith a d y n a mic planning stru c ture built i n t o the a lr e a d y e x i sting plans c ompani e s c a n c h a n ge p roj e c ts with o ut a ll of the us u a l c h a os.

13. 13 T ec hni q u e s o f P r odu c tion Cont r ol Some of the major t ec hn i qu e s us e d f o r prod u c tion c ontrol in a n o r g a ni z a tion a re p r o g r a mmi n g , ord e ri n g , disp a tchi n g , a n d pr o gr e ssi n g a nd inven t o r y c ontrol: P ro d u ct i o n c ont r ol e n sures re gu lar a n d smo o th flo w o f m a terial a n d co o rdi n ates d iffer e nt m a nu fact u ring op erat i o n s t h ro u g h th e m e thod s o f p r o g ram m ing, o r d eri n g , d is p atch i n g, a n d p r og r e ssin g a n d inven t o ry c on trol. i . Pro g r a m m i n g P ro d u ct i o n p r og ram m in g re g u lates th e su pp l y o f fi n is h ed p r o d u ct i n d esired amo u n t at th e du e d ate i n ac co rd a n ce wi t h t h e p r od u ct i o n p lan. P r o g ram m in g e n s u res most efficie nt u se o f lab our, e quip m e nt a n d ca pi t al. In p r odu c tion p r og r a m m i n g th re e m ai n d ec i sio n s a r e taken Na t u r e of the p r odu c t t o be m a nu f a c t u r e d : H e re th e eff e ct o f d iffer e nt ra ng es o f p r o du ct o n t h e ut i l i zat i o n o f faci l i t ies sh o u ld be c on si d ered at th e m a r k et a pp reciati o n sta g e a n d t h e d ecisi o n m a d e at th is sta g e s h o u ld not b e al t ered later. A m ount of Q u anti t ies t o be p r odu ce d Th i s i s nor m a l l y de t e r m i ned fro m t he sa l e s progra mm e . Wh e n t o p r odu ce : T h is i s t o d eci d e th at when o r i n wh i ch p eri od s t h e d esired o u t put i s t o be m a nu fact u red . O b j e c tiv e s o f P r odu c tion P r og r a mm i n g Rel i a b le d el i v ery t o t h e c u st o m e r E v en l o a d ing o f p lant b y e n suri n g p r o d u cti o n at an e v e n rate th r o u g h o ut th e y e a r . E v en lo a d i n g o f la b ou r i n to tal ma n - h ou rs p er w e e k, Efficient u se o f ca pi t al Orde r i n g To a v o id b rea kdo w n th e re qu ire m e n ts for p r odu cts t o b e c o m p leted at specif i c t i m e s in to o r d ers for m a terials a n d p ro cess e d p arts a n d at t emp t s t o d o so i n s u ch a w a y th at th ey ate a v ai l a b le w h en n ee d e d. It takes in t o c on s i d erat i o n t h e targets p res c rib ed i n a p ro g ram m e b y p la n n ing t h e o u t put o f t h e d e sired c o mp on e n ts f ro m so me e x tern a l su p p l i er a n d t h e p rocessin g d e p artm e nt o f t h e o rg a n isat i o n . It c o n tai n s t h e qu a n t i t i es to

14. 14 b e p r o d u ced b y th e s u ppl i er a n d b y d iffer e nt d e p artm e n ts as w e ll as th e t i me by wh i ch th e wo rk s h o u ld b e c o mp l eted .

15. 15 ( a ) R e qu i r em e nt Q u an t ity T h is in f o rmat i o n can b e g at h ered fro m m a ster s c h e du le. A n all o w an ce h as t o be m a d e for s c rap wh i ch may b e d eri v ed f r o m h ist o ric a l rec o rd s . (b) Order Q u anti t y G e n eral l y i t i s s ame as re qu ire m e nt qu a n t i t y b ut f o r so me re gu lar u s a g e i t em o n e may h a v e b igger lo t . In o r d e r in g , t h e o r d er d ate i s o f g reat si gnif i ca n c e . If an o r d er is rele a s ed to o ea rly , i t wo u ld e n tail st o ra g e c o sts a n d i f i t i s t o o late th en t h e s e rvice wo u ld b e poo rer. Ru les t o be o bs e r v e d i n a n o r d e r ing S y ste m No w ork ca n b e obs e r v e d in an o r d e ring s y stem All ord e rs a uthori z ing the manu f a c tur e , pu r c h a s e a n y oth e r or e x p e nditu r e should be issu e d in w r iting on a stan d a rd form All ord e rs should be issued b y a n a uthori z e d a uthori t y In f or m a t i on r equ i red f or orde ri ng P r o d u ct i o n P r og ram m e . P r o du c t s p ecif i cat i on; n ame ly p arts l i st, d ra w ing s, m a terials etc. P r o d u ct i o n p lan n i n g ro u te cards o r op erat i o n layou t s. F o ll o w i ng a r e the ma i n de c is i o ns in o r der i ng T h e d esired t o tal q u a n t i ty o f v ari ou s c o m po u nd s , T h e d el i v ery d ate, How much t o o r d er? W h en t o issu e th e o r d er? In w h at q u a nt i t i es the p arts are t o b e p ro c u r ed a n d th e pu rc h as e s are t o b e d eli v ere d ? N a tu re o f t h e c o mponen t s n ame ly p r o d u cts, spares a n d scra p. In g e n er al an o r d e r f o r m should c ontain the f ollo w i ng d e tails •• Or d er N u mber D a te o f o rder Or d ered b y •• Pro d u ct i o n Ce ntre P a rt Num b er Part d es c ript i o n •• Or d er qu a nt i t y R u n Q u a nt i t y D u e d ate •• M aterial so u rce Del i v ery i n str u cti on s ii . Dispat c hi n g Dis p atch in g IS t h e r ou t i n e o f s e t t ing p r o du cti o n a c t i v i t i e s i n mo t i o n th r o u g h th e rele a s e o f o rder a n d i n str u ct i o n s i n acc o rd a n ce with p re v iously p l a nn ed t i m e s a n d s e qu e n ce emb od ied i n r o u te sheets a n d s c hedu le c h arts. It c on s i d ers e a ch p rocessin g

16. 16 d e p artm e nt on e b y o n e a n d p lans th e o u tput fro m m a c hin e s , too ls a n d o t h er work ce n tres so as t o c o m p lete th e o rders b y du e d ate .

17. 10 F un c tions of Dispat c h i ng To c h eck th e imme d iate a v ai l a bi l i t y o f materials. E n suri n g th at all p r o d u ct i o n a n d i n spect i o n ai d s are a v ai l a b le for u s e . To o b tain th e a pp r opr i a t e d rawi n g, specif i cat i o n o r m a terial l i st. To c ol l ate jobs , o p erat i o n la y o u ts, r out i n e etc . with t h e d esi g n . P rocessin g in f o rmat i o n o r in spect i o n s c h ed u l e . Assi g n t h e wo rk t o d efi ni t e mac hin e, wo rk p l ac e a n d m e n. To is s u e n ecess a ry m a t erials, too ls etc. t o c o rrect po i n ts f o r u s e . To issu e p r o du cti o n o rd er no te stat i n g th e start a n d fini s h t i m e s . T o in f o rm th e p r og ress s e ct i o n a b out th e start o f th e wor k. Instr u ct i o n t o start th e p ro du cti o n . T o ret u r n th e ac qu ired m a terial a n d oth er ai d s t o t h e c o rrect l o ca t i on . M ai n tain all p r o du ct i o n rec o rds v iz. t ime lo st i n p r o du cti o n a n d t h e c a u s e s for d elay; i n ci d e n ce o f m a c hin e b rea kdo w n; c h a ng e i n ca p aci t y etc. T h e d is p atch i n g f un ct ion is g reat l y affected b y m a c hin e b rea kdo wns, to ol i n g b rea k d o wns, m a terial d elays a n d a b s e n te e ism. I m po r tant do c u me nts t hat a r e re quir e d in p r odu c tion c ont r ol th r o u gh d i s pat c h i n g: 1. Jo b o rder 2. A st o re re qu isi t i o n a u t h o r i z i n g th e st o r eke e pe r t o issu e m a terials to d e p artm e n ts for p erfo rmi n g op erat i o ns . Iss u e o f tool o rders t o th e t ool d e p artm e nt t o k eep rea d y th e t ools, j i g s, fixtu res etc. Iss u e o f t i me t i c k ets, d r awi ng s, i n str u cti o n car d s e t c . t o th e w o rkers t o c o m m e n ce m a nu fact urin g op erat i o n s. Iss u e o f i n spect i o n o r d e r s . C ol l ect i o n o f t i me t i c k ets, d rawi ng s a n d i n st r u ct i o n cards at th e e n d o f each op e r a ti on . Rec o rd in g idle t i m e s o f m a c hin es a n d o p erat o rs a n d re po r t i n g t h em t o a p p ro p r iate a uthori ties for n ecess a ry act i o n o r d elays. Internal d e liv e r y no t e - for d e liv e r in g f i n i s h e d pr o du c t s , f i n i s h e d c o mp on e n ts o r e v en e x cess m aterials in to st o r e s. i v . Pro g re s sing o r Fo l l o w - up

18. 18 F ollo w- up or e x p e diting i s c h ec king p r o d u c t i o n a c t i v i t i e s s y st e matic a l l y so that prod uc tion m a y be ca r ri e d out a cc ordi n g to plan. I t is the me a s u r e ment of output a g a inst plan, a n a l y sis of p e r fo r mance f or short fa lls a nd follow i ng up the line man a g e ment to a pp l y c orr ec tive ac tion for e x ce ssive short - f a ll . Pr o gr e ssing is the fun c tion b y wh i c h one ca n g ive a n ea r l y w a rni n g wh e n ac t u a l prod uc tion d e viat e s f r om plan n e d prod uc tion a nd thus m a k e s it possi b le t o t ak e c o rr e c ti v e ac tio n . T h e n e c e s si t y o f p r o gr e s sing ar i s e s d u e to F a ilure to d e liv e r m a te r i a ls on tim e . M ac hines/power bre a ks do w n . Empl o y ee s ’ a bs e nt e e ism. E r ro r s of d e s i g n, planni n g o r human a c tivi t y , Unn e ce s s a r y d e l a y s/bottl e n ec ks. T h e y a r e c h a rg e d wi t h t h e r e s p o n s i b ilities of Ch ec king the p r o g r e ss c ontinuous l y . C a us e s of dis c r e p a n c y , i f a n y , in p r o g r a m m e d a n d ac tual p e r f o rm a n c e . Autho r i z ing a nd si g ni n g r e quisitions. L iason with other d e p a r t ments supp l y i n g mat e ri a l s a nd c omponents to the p a rti c ul a r d e p a r t m e n t o f the prog r e ss c h a s e r . T h e f o llo wing a r e the st ep s i n Pr o g r e s sing o r Fo ll ow - up F l o w c h a r t s i nd ic a t i n g t h e p lan n ed s eq u e n ce o f op erat i o ns . P rodu c ti o n s c h e du les t o c o mpare targets w it h p erfo rma n ces. M ac hin e lo a d i n g c h arts ind i cat i n g d iffer e nt op erat i on s p erfo rmed b y each m a c hin e . Inspect i o n s c h e du les t o esta bl i sh a p r o g ram m e for in s p ect i on. Pro g re s sing c a n do f o l l o wing t a s k s Rec o rd in g act u al p r o du ct i on. C o m pa r e i t w it h p l anned produc ti o n . M eas ure th e v ariab i l i t y i n p r o du ct i o n. Re port i n g th e e xc e s s iv e v a r i a n c e t o th e a u t h o ri t y resp on s i b le f o r e x ec ut i o n o f th e p ro d u ct i o n p lan.

19. 19 Pro g re s sing c a n be i n t h e f o r m of P ro g ram m e c ont r ol, Order p ro g ressi n g, P ro g ressi n g o f s h o rtag e s, D a i l y pl a n p r o g ress, a n d D e p artm e n tal p ro g ressin g C o m put e r Int e g r a t e d M anu f a c tu r i n g The c omput e rs h a d do n e a dr a matic imp ac t on the d e v e lopm e nt of pro d u c tion a utom a tion te c hnolo g i e s. N ea r l y a l l modem prod uc tion s y st e m s a r e implem e n ted tod a y usi n g c omput e r s y stems. The te r m c omput e r int e gr a t e d manu f ac turi n g ( C I M ) h a s b ee n c oined to d e note the p e rv a sive use of c omput e rs to d e si g n the prod u c ts, plan the prod uc tion, c ontrol the op e r a tions, a nd p e r f o rm the v a rious busin e ss r e lat e d fu n c tions n ee d e d in a manu f ac turi n g fi r m. Comput e r Aid e d D e si g n a nd Comput e r Aid e d M a nufa c turing (CA D /CAM) in a noth e r te r m that is us e d s y no n y m ous l y with C I M. C o m put e r Int e g r at e d M anu f a c tu r i n g The g ood r e lationship e x ists b e tw ee n a utom a tion a nd C I M with a c o n ce ptual model of manu f ac turi n g . I n a m a nuf a c turi n g fi r m, the ph y s ic a l a c tivities r e lat e d to prod uc tion that take pla c e in the fa c to r y ca n be distin g uis h e d f rom the info r m a tio n - pr o ce ssing a c tivities. The p h y si ca l ac tivities include a ll of the man u f a c turi n g proc e ssin g , a ssemb l y , mat e r i a ls h a ndling a nd insp e c tions that a re p e r fo r med o n the prod uc t. Th e se o p e r a tions c ome in d i r e c t c onta c t with the p h y sic a l ac tivities dur i ng man u f a c t u r e . R a w mat e ri a ls flow in one e nd of the f ac to r y a nd finished prod uc ts flow out the other e n d . The p h y si c a l ac tivities (p r o c e ssin g , h a ndlin g , e t c .) ta k e place inside the fa c t o r y . CO M P U TER I N T E GRATED M A N UF A C T URI NG The info r mation - pr o ce ss i ng fu n c tions fo r m a ri n g that sur r ounds the fa c to r y , providi n g t h e d a ta a nd know led g e requir e d to prod uc e the prod uc t su cce ssful l y . Th e se inf o rm a tion pro c e ssi n g fun c tions in c lude: B usiness A c tivities Produ c t D e si g n M a nuf a c turi n g Pl a nn i ng M a nuf a c turi n g Control. Th e se four fu n c tions f or m a c y c l e of e v e nts that must acc ompa n y the p h y s ic a l p rodu c tion

20. 20 ac tivities

21. 21 Prod u c tion T ech n o l o g y • • CIM ./ CAD ./ CAM ./ FMS • •Types • • Ap pl i cat i o n M a nu fa c t u r i ng S y st e m s Ap p r oa c h D e finition of M a nufa c t u ring T ec hnol og y : M a nuf a c turi n g te c hno l o g y provid e s the tools that e n a b l e prod uc t i on of a ll manu f ac tu r e d g o od s . T h e se mast e r tools of indust r y m a g ni f y the e f f o rt of individual wo r k e rs a nd g ive a n i n dustri a l n a tion the pow e r to turn raw mat e ri a ls into the a f f or d a ble, q u a li t y g oo d s e s s e n t i a l t o tod a y ’ s soci e t y . Thus manu f ac turi n g pr o ce ss re a l l y r e pr e s e nts a dding v a lue to a r a w mat e ri a l a nd c re a tion of we a lth. C A D/C A M Comput er-a ided d e si g n (CA D ) is the use of c omput e r s y stems to a s sist in the c r e a tion, m od i f i c a t i o n , a n a l y s i s , o r optimi z a ti o n of a d e si g n . Comput er-a ided manu f a c turing (CA M ) is the use of c omput e r s y st e ms to plan, mana g e , a nd c ontrol the op e r a tions of a manu f ac turi n g plant throu g h dir e c t or indir e c t c omput e r int e r fa c e with plan t ' s r e sourc e s . N e e d for CAD/ CA M T o inc r e a se prod u c tivi t y of the d e si g n e r T o improve qu a li t y o f the d e si g n T o improve c ommunic a t ions T o create a m a nu fact urin g d atabase T o c r e a te a nd test tool p a ths a nd optimi z e them T o h e lp in prod uc tion s c h e duling a nd MRP mo d e ls To h a v e effect i v e sh o p fl oo r c ont r ol

22. 22 Ho w do CAD/C A M s y ste m s w o rk? D e v e lopi n g N C c o d e r e q uir e s a n un d e rst a ndi n g of: P a rt g e o m e t r y Tooling Pro c e ss plans Tol e r a n c e s F i x t ur i n g Most CA D /CAM s y stems provide a c c e ss to: P a rt g e o m e t r y Tooling 3 . C o m p u te r I n t e g ra t ed M an u fac t ur ing (C I M ) Integration o f a u t o m a t e d in d u stry i s n o w recognized by t he w i de l y accep t ed l abel of “CI M " . P art o f C I M c on ce pt i s th e a pp lic a t i o n o f flexi b le m a nu fact u ring syst e m (F M S ) te c hno logy. An FMS i s a sy stem i n w h ich all t h e as pects o f CI M a u to m at i o n a n d in tegration are fo u n d i n on e s y stem. CIM Un t il rece nt l y, in tegrati o n o f i n fo rmat i o n a n d d ata transfer was alw a y s m a nu al, u sual l y u s i n g p a p er as t h e transfer m e diu m . Wit h t h e a dv e nt o f c o mp u ters a n d ele c tron ic d ata c o m m un ic a t i on s i t h as b een po ssi b le t o int e g rate m a nu fact u ring act i v i t i es wit h o ut t h e n eed t o p u sh p a p er. Earlier e a ch fu n c ti o n a l area o f m a n a g eme nt i s c on s i d ered as an islan d p erfo rmi n g its no rmal ro l e . CI M in creas e s th e p ro du ct i v i t y o f t h e o rg a n izat i o n t o a larger e x tent t h ro u g h in tegration a n d easy flow o f in f o rmat i o n . G o a l o f C I M Integration o f f un cti o n al areas b y p r op er c o mp u ter h ard w a re a n d so f tware for effect i v e fu n ct i o n ing o f th e o r g a n iz a t i o n .

23. 23 T w o a sp ec ts o f C I M Or g a ni z a tion a l P a rt Op e r a tion a l P a rt O rgan i z a ti ona l P a rt I n c ludes the followi n g : Corpo r a te s e rvi c e s F i n a n c e B usiness Planni n g M a rk e ti n g O p e rati ona l P a rt 1 . C o m put e r Aid e d Engi n eer i n g ( C AE) •• C o mp u ter ai d ed p ro cess p la n n ing (C A PP ) • • C o m p u ter ai d e d p lanni n g (C A P ) •• C o mp u ter ai d ed qu alit y c ont r ol (CAQC) •• C o mp u ter ai d ed d esign (CAD) •• C o mp u ter ai d ed d esign a n d d raft i n g (CADD) • • M aterial reso u rce p lan n ing (M RP ) 2. C o m put e r ai d e d M anu f a c tu r i n g ( C A M ) •• F lex ib le M a nu fact u r ing S y stem ( F MS) •• F l e x i b l e M a nu fact u r ing Cell ( F M C) •• F l e x i b l e M a n u fact u ring Ass e mb l y ( F M A) •• Di r ect Numeric a l C o n trol (DNC) •• Are a C ontrol l er (AC) •• Cell C ont r ol l er (CC) •• F l ex i b l e Ass e mb l y S y stem ( F AS) •• D a t a A c qu isi t io n S y s t em (DA S ): Produ c tion d a ta ac quisition M ac hine d a ta a c quisition Di ff ere nt Typ e s o f C o m pute r s Us e d i n CI M : • • C o mp u ter Ai d ed M ac h in e (CAM) • • M a nu fact urin g E x ec u t io n S y stem (M ES ) •• P ro cess C ontrol

24. 24 •• M ac hin e C ontrol Fl ex i b le M an u fac t ur ing S yste m FMS ... . A flexi b le m a nu fact u ring sy stem ( FMS ) i s a m a nu fact urin g syst e m i n wh i ch th ere i s so me a mo unt o f flex i b i l i ty t h at al l o ws th e sy stem t o react i n case of c h a ng es , whet h er p re d icted o r u n p re d icte d. .. . T h e b est a p p l i cat i o n o f an F M S i s fo un d i n t h e p r o d u ct i o n o f small s e ts o f p r o du cts l i k e t ho se f r o m a m a ss p ro d u ct i o n. T y pes o f FMS .... SE Q U E N T I A L F MS .... RA N D O M F MS .... D E D I CA T ED F MS .... E N G I N E ERED F MS .... MO D U L AR F M S W ha t i s F M S ? ? ? A fl e x ible manu f a c turing s y stem 1 s a a utom a t e d ma c hine ce ll, c onsisting of a g roup of proc e ssing wo r kstations , int e r c on n ec ted with a utom a ted mat e ri a l h a ndling a nd sto r a g e s y stem. The F MS is most suit e d for the mid - v a ri e t y , mid - volume prod uc tion r a nge W h y F MS ? E x te r n a l c h a n g e s su c h a s c h a n g e in p rodu c t d e s i g n a nd prod uc tion s y st e m . Optimi z ing the manu f ac t uring c y c le time R e du ce d prod uc tion c os t s Ov e r c omi n g int e rn a l c h a n g e s like br e a kd o wns e tc. W ha t m a kes i t fl ex i b le ? Th re e ca p a bilities that a manu f ac turi n g s y stem mu st pos s e ss to be a fl e x ib l e . The a bili t y t o identi f y a nd distin g uish a mong t h e dif f e r e nt p a rt s t y les pro c e ssed b y the s y ste m . Qui c k c h a n g e o v e r of o p e r a ti n g instru c tions , a nd Qui c k c h a n g e o v e r o f p h y s ic a l s e tup. Cl a s s ific a tion o f F M S... F l e x i b l e manu f ac turing s y stems c a n be distin g u i sh e d

25. A c c ordi n g to the numb e r of ma c hines f ollowi n g a re t y pi c a l c a t e g ori e s: D Sing l e m a c hin e cell D F l e x i b l e manu f ac turi n g ce ll D F l ex i b l e m an u fact u ring sy stem S ingle M a c h ine C e ll (S M C) A sin g le m a c hine ce ll c o nsists o f one CNC ma c hining c e nter c ombin e d with a p a rts stor a ge s y stem f o r u n a tt e nd e d op e r a tion. Compl e ted p a rts a re p e r i odic a l l y un l o aded f r om the p a rts stor a ge unit , a nd raw wo r k p a rts a re load e d into it F lexible M anu f a c tu r i n g C e ll ( F M C) A fl e x ible manu f ac turing ce ll c onsists of two or thr e e pr o ce ssi n g wo r kstations ( t y pi c a l l y CNC m a c hining c e nte r s) plus a p a rt h a ndling s y stem. The p a rt ha n d l i n g s y stem station is c onn ec ted to a load / unload F lexible M anu f a c tu r i n g Syst e m ( F M S) A fl e x ible manu f a c tur i ng s y stem h a s fo u r o r more proc e ssing workstations c onn ec ted m e c h a ni c a l l y b y a c ommon p a rt h a ndling s y stem a nd e l e c tro n ic a l l y by a distribut e d c omput e r s y s tem. 25

26. B a sic C o m p o ne n ts o f F MS W orkst a tions Automat e d M a te r ial H a n dling a nd Stora g e s y st e ms Comput e r Control S y st e m W ork st a t i on Subst a tions L o a d/Unl o a d Stations M ac hining Stations Oth e r pro c e ssi n g statio n s Ass e mb l y M a t er i a l H an d li ng S yst e m Au t o m a ted fo rk l if t ing a n d Rail traveler. 26

27. C o m put e r Cont r ol P r o g r a m m able Logic Con t r oll e r Alli e d Si g nal's F lexible M anu f a c tu r i n g Syst e m H u m an R e sou rce s Hum a n a re n e e d e d to man a ge t h e F un c tions op er a tions F MS t y pic a l l y p er fo r med b y human includ e s: L o a di n g r a w wo r k p a rts into the s y stem, Unlo a ding finished p a rts (or a s s e m b li e s ) f r om t he s y ste m , Ch a n g i n g a nd s e tting t o ols, Equipm e nt mainten a n c e a nd r e p a ir, N C p a rt pro g r a mming i n a m a c hining Layouts of F M S • • Prog ress i ve or l i ne L a yout • • Loop Layout • • Ladder Type Layout • • O pen F i e l d Layout • • R ob o t C en t e r ed Lay o ut 20

28. 28 Ap p li c ation o f F M S •• M e t a l -c ut t in g m a c h inin g • • Me t al form i ng • • A sse m b l y • • J o i n i ng- w e l d i ng (ar c , sp o t ), g l u i ng • • Sur f ac e t reat m e n t • • Inspec ti on • • Tes ti ng A dvan tag e s o f FMS • • T o re duc e set up and queue t i m es • • I m prove e f f i c i ency • • R educe t i m e fo r pro d uct co m p l e t i on • • U t il i ze hu m a n w ork e r s be tt er • • I m prov e product rou t ing •• P ro du ce a v ariety o f Ite m s und er on e ro o f • • I m prove product qua l it y • • Serv e a va r i e t y of vendo rs s i m ul t aneou s l y • • Produce m or e product m ore qu i ck l y Di sa dv a n t ag e s of F M S E xp e n s i v e. S ub sta n t i al p r e - p la n n i n g act i vi t y. Challenges w ith F M S D e ter m inin g i f FM S t h e b est p r o du cti o n sy stem for y ou r c o mpan y P o ssible e xp a n s i o n c o s t s associated with im ple m e nt i n g F M S Con c l u s i o n F MS is a r e volution in t h e fi e ld of M a nu f ac turi n g T e c hnol og y . F MS ca n b e d e si g n e d to me e t the sp ec ific d e ma n d of e ac h c om p a n y F MS is us e d for multita s k op e r a tion. F MS r e qui r e s subst a nti a l investm e nt of time a n d r e sou r ce s.

29. 29 P r odu c tion P la n ni n g a nd Cont r ol D e c isions Str a te g ic De c isions T a c ti ca l D e c isi o ns Op e r a tion a l D ec ision P has e s o f P r odu c tion P la n ni n g a nd Cont r ol Pl a nn i ng Ph a se A c tion Ph a se Control Ph a se Pro g r e ss R e porti n g 2. Cor r ec tive ac tion P r e pla n ni n g P l an n in g i s t h e p r o cess o f t h i nk i n g a b o ut th e act i vi t ies re qu ired t o ac h ieve a d esired go al. It i s th e first f o r emost act i vi t y to ac h ie v e d esired resu l t s. It i n vo lv es th e creat i o n a n d m a in tena n ce o f a p l a n, su ch as p sy c ho l o gi cal as pects th at re qu ire c on ce ptu al sk i l l s . F o r ec asting ..... Orga niz a t i on s u se f ore c a s t i ng m e thod s o f produc t i o n and ope r a tio n s m an a ge m e nt t o im p le m ent p r oduc ti on s t ra t eg i es. F o recas ti ng i nvo l ves us i ng seve r al d i ffer e n t m e t hods of es t i m a t ing t o de t e r m i ne possib l e fu t ure ou t co m es for t he bus i ness . P l ann i n g for t he s e poss i b l e o u tcomes i s th e jo b of o pe r a tio n s m a n a g e m e n t . ..... Orga niz a t i on s u s e forecasti n g m e th o d s o f p r o du cti o n a n d op erat i o n s m a n a g eme nt t o im ple m e nt p r o d u ct i o n strat eg ies. F o recasti n g inv o l v es u sing s e v eral d iffer e nt m e th o d s o f estimat i n g t o d e t ermi n e po ssible fut u re ou tcomes f or t h e b u si n ess . P lan n i n g f o r t h ese po ssible o u tcomes i s t h e job o f op erat i on s m a n a g eme nt. Ad di t io n al l y, op erat i o n s m a n a g eme nt in v olv es t h e ma n a g ing of th e p ro cess e s re qu ired t o m a nu fact u re a n d d istr i b u te p r o d u cts. Im po rtant aspects o f op erat i o n s m a n a g eme nt in cl ud e c r eat in g , d e v el o p ing, p r o du cing a n d d istr i b ut i n g p r odu cts fo r th e o rg a n iz a t i on. F o rec ast in g Fo re ca s t s a ff ec t d e c i s i o ns and a c t i v it i es t h ro u g h o ut an o r ganiza t ion ..... A c c ounti n g , fin a n c e ..... Hum a n r e sourc e s ..... M ar k et i ng ..... M a n a g e ment I nfo r m a tion S y stem

30. 30 ..... Op erati o n s ..... Produ c t I s e rvi c e d e s i g n S c h e dul i ng .,... S c h e duling in P r odu c tion and O p er ation M anag e m e nt. S c h e dul i ng can be d e fin ed as " p res c rib ing o f when a n d where each o pe r a tion n e ce ss a ry to m a nu fact u re th e p ro d u c t i s t o b e p erfo rme d. ” It i s also d efi n ed as " est abl i shi n g o f t i m e s at wh i ch t o b e g in a n d c o mp l ete each e v e nt o r ope r a tion c o mpr i si n g a p ro ce du re”. Dispat c hi n g ..... It refers t o th e c ont r ol o f p ro cess e s o f op erat i o n p la n n ing, g 1 v 1 n g op erat i o n o r d er a n d c o ntro l l i n g op erati on s i n th e m a nu fact u ri n g site. In t h is cas e , an op erat i o n c h art, as sh o wn i n t h e f ig u r e , i s c o n sisten t l y u s ed fro m th e op erat i o n al l o cat i o n t o it s c o mp l et i o n, a n d si n ce i t i s st u ck in to the c ontrol bo ard , as the figu re d e p icts, i t i s al s o cal l ed " S ASHITATE ( s t i c kin g ) " . Its pu r po se i s t o im pro v e th e op e r a bi l i ty b y p ro p erly c on trol l ing t h e ca p aci t y o f d eli v ery d ate m a n a g eme nt. Th u s th e o r d er de li ve r y da t e, s t ock on hand, a ll oca t i o n of w ork i n proces s, ope r a ti on s t a t us of w orke rs and m achine / eq u i p m ent a r e grasp e d as needed, and t h e ope r a ti o n p l ann i ng i s pe rfor m e d . ... . It refers t o assig n ing th e o r d er related to m a nu fact urin g o r p r o b l em reso lut i o n t o th e d esired o p erat i n g p o int (s ay , w o r k er) d e p e n d ing u p o n ca p aci t y a v ai l a bi l i t y a n d p r o d u c t i o n p lan n i n g . It e n sures th at p lans are g et t i n g e x ec u ted wit h o ut h indranc e . It's don e b y a di s p atcher who k no ws th e ca p aci t ies of d iffer e nt o p erat i n g po in ts a n d k ee p s tra c k o f o rders i n t h e sy s te m . Dis p atch in g crea t es a l i n k b etween p ro du cti o n a n d s a les. Th er e a r e two di ff ere nt ki n ds o f di s p at c h in g: Ce n traliz e d d is p atch i n g: O r d er d is p atch i n g takes p la c e fro m a ce n tralize d lo cat i o n th at h as c o mp lete v iew o f ca p aci t ies across p ro d u ct i o n d e p art m e nt a n d m a p s o rder t o t h e work er b as e d o n th e re qui r eme nt o f indiv i du al o r d er. It h as g reater c ontrol, g reater flexi bi l i t y a n d effect i v e c o - o r d in at i o n amon g s e v er al faci l i t ies. It also h as effect i v e ut i l i zat i o n o f man po w e r a n d o t h er reso u rc e s . De-ce n traliz e d di s p atch i n g : I t ’ s d on e at th e s h o p flo o r l e v el. It re du ces c o m m un ic a t i o n g ap a n d t i me t o s olv e d ay t o d ay p r ob le m s. As sh o p fl o o r p erson h as b et t er k n o wle dg e a bout l o cal op erat i o n, h e d is p atches acc u rately a n d intu i t i v el y . It also re d u ces dupl i cat i o n o f d ispatch i n g o f s ame o rder.

31. 31 E x amp l e: su p po se t h e r e's a t i re m a nu fact urin g c o mpan y th at m a nu f act u res b as e d on m a k e t o o rder strateg y, h as g ot an o r d er o f 1 t i res fro m it s d istr i b u tor. It h as s e v eral sh o p fl oo rs th at h a v e d iffer e nt unu s e d ca p aci t y . Now di s p atcher c o mes in to p lay w h o kno ws e x act l y where th ere's sufficie nt ca p aci t y t o fu lf i l l th e o rder a n d h e n ce, d is p atches th e o rder t o r es pect i v e op erat i n g p o i nt. Routing Tak i n g f r o m raw m a t erial t o th e fi n is h ed p ro d u ct, r o ut i n g d eci d es th e p a t h a n d s e qu e n ce o f o p erat i on s t o b e p erfo rmed o n t h e job fro m o n e m a c hin e t o a n o t h er. . . . R out i n g i n p r o du cti o n m a n a g eme nt i s related t o c on s i d erat i on s o f l a yout, te m po rary sto ra g e o f i n - p ro cess inven to r y a n d m a terial h a ndl in g . R out i n g i n c o n t i n u o u s i ndu s tr i es d o es n ot p res e nt a n y p r o b lem b eca u se o f t h e p r o du ct typ e o f la y o u t , where th e e qu i p m e nt i s la id a s p er th e s e qu e n c e o f o p erat i on s re qu ired t o b e p erfo r m e d o n t h e c o m p on e n ts (fro m raw m a terial t o th e fi n is h ed p ro d u cts). In o p en job sh op s, s i n ce, e v ery t i me th e jo b i s n ew, tho u g h o p erat i o n sheets (somet i m es) may s e rv e th e pu r p o s e , b u t t h e r o u te sheets will h a v e t o b e re v ise a n d t h is inv o l v es a g reater amo unt o f w o rk a n d e xp ert i s e . P ath o f th e p r o d u ct w i ll also giv e s e qu e n ce o f op erat i o n t o b e a d o p ted wh i le b eing m a nu fact u red . In oth er w a y, r o ut i n g mea ns d eter m in at i o n o f most a dv a n tage o u s p ath t o b e fol lo w e d fro m d e p artm e nt t o d e p artm e nt a n d m a c hin e t o m a c hin e til l raw m a terial g ets it s fin al sh a p e, wh i ch i n v olv es the fo l l o wi n g ste p s: T y pe o f w o rk to be don e on pr o d uct o r its p a r t s . ... . Oper a t i o n re q u ired t o d o t h e work. ... . S e qu e n ce o f o p erat i o n re q uir e d . ... . W h ere th e wo rk w i ll b e don e . ... . A p ro p er classific a t i o n a b o ut t h e p ers o nn el re qu ired a n d th e m a c hin e for d o ing th e work. Va r io u s Routing T ec hni q u e s F o r effect i v e p ro d u cti o n c ont r ol o f a w e l l -ma n a g ed ind u st r y with sta n d ard c ondi t ion s , t h e ro u t ing pl a y s an im p o rtant r o le, i . e . , to h a v e th e b est resu l t s ob tai n ed fro m a v ai l a b le p lant ca p aci t y. Th u s r o ut i n g p r ov i d es the b asis for s c h e dul i n g , d is p atch i n g a n d f ol l o w - u p . • • R ou t e C a r d • • Wo r ksheet • • R o u t e Shee t

32. 32 • • Move order Exp e diting .... E x p e diting in r e g a rd to the supp l y c h a in or p r o c ur e ment is a str a t e g y to e nsu r e th a t g oods a nd it e ms whi c h a re pu r c h a s e d a r rive in a time l y f a shion a nd m e e t qu a li t y c ontrol stand a r d s . .... Sometim e s e x p e diti n g is done b y a n e x te r n a l ' e x p e d i te r ' or it ca n be done within the pro c u r e ment d e p a rtm e nt. .... The e x p e diting role is simple; g oods will be c h ec k e d a s to their prog r e ss a nd oppo r tuni t y to ac hie v e the prog r a mm e d d e liv e r y d a te. T y pic a l l y t h e e x p e dit e r h a s to e nsure that th e y m e e t a ll tar g e ts , including qu a li t y , s a fe p a c k a g i n g , a r r i v a l times a nd a r e e x ac t l y to t h e sp ec ifi ca tion t h a t w a s a gr e e d b e t w ee n the supplier a nd the c ustom e r.