Demand Forecasting: Forecasting as planning tool, Forecasting Time Horizon, Sources of Data for Forecasting, Accuracy of Forecast, Capacity Planning. Production Planning: Aggregate production Planning, Alternatives for Managing Demand & Supply, Mater Production Schedule, capacity Planning, Overview of MRP, CRP, DRP & MRP-II Production Control: Scheduling & Loading, Scheduling of Job Shops & Floor
Shops, Gantt Chart.
2. 3.1: Production & Planning Control (PPC): Role & Functions
3.2: Demand Forecasting: Forecasting as planning tool,
Forecasting Time Horizon, Sources of Data for Forecasting,
Accuracy of Forecast, Capacity Planning
3.3: Production Planning: Aggregate production Planning,
Alternatives for Managing Demand & Supply, Master Production
Schedule, capacity Planning, Overview of MRP, CRP, DRP & MRP-II,
3.4: Production Control: Scheduling & Loading, Scheduling of Job
Shops & Floor Shops, Gantt Chart.
Syllabus
Dr. Prashant B. Kalaskar
3. Organizational Goals
Dr. Prashant B. Kalaskar
Growth & Profitability
Customer Satisfaction Increased Productivity
Output
Input
Value
5 R’s
High Quality Products
Lowest Cost of Mfg.
Shortest Possible Time
Production Planning
4. PRODUCTION: transformation of raw materials to finished
goods.
PLANNING: looks ahead, anticipates possible difficulties and
decides in advance as to how the production, best, be
carried out.
CONTROL: phase makes sure that the programmed
production is constantly maintained.
Introduction to Production Planning & Control (PPC)
Dr. Prashant B. Kalaskar
Planning + Control = Productivity
5. Simple Meaning is Planning & Controlling the Production
PPC is effective and Efficient Utilization of 5M’s Resources
1) Materials: To avoid Shortages and overstocking
2) Machines: Maintenance to avoid Machine breakdowns
3) Manpower: To avoid Accidents/Mishaps due to Fatigue
4) Money: Cost Effective Production
5) Management: To exert Effective Control
Introduction to Production Planning & Control (PPC)
Dr. Prashant B. Kalaskar
6. Thus Production Planning can be defined in simple terms as….
“ the Process of Planning of Resources, Scheduling of
Resources for improved productivity, Fulfilling Customer
Demand for Timely Delivery of Products so as to create
Maximum Value for the Customers.”
Video
Definition of Production Planning
Dr. Prashant B. Kalaskar
7. 1) What to Produce
2) How Much to Produce
3) How to Produce
4) When to Produce
5) What to be used to Produce
Production Planning Gives Answers to….
Dr. Prashant B. Kalaskar
Product Planning
Process Planning
8. 1) Optimum Utilization of Resources
2) Maximum Utilization of Production Capacity
3) Inventory Management
4) To manage Cycle Time, Takt Time and Lead Time
5) Production Planning & Scheduling based on Forecasting
6) Coordination with Suppliers and other Functional Depts.
7) Reducing Overall Cost of Production
8) Effective Purchasing & Procurement of Materials
Benefits of Production Planning
Dr. Prashant B. Kalaskar
9. Suppose Your Company “ABC Ltd.” has received an
order of 5000 units of product XYZ (bicycle) on
todate, to be supplied by 5th March.
1) What will be your Production planning..?
2) What necessary work you will do, to achieve the
target..?
Production Planning Workout
Dr. Prashant B. Kalaskar
10. 1) Routing: Sequencing of Machines and Flow of Materials
matching to the required Product.
- The main aim of routing is to determine the best and cheapest
sequence of operations and to ensure that this sequence is
strictly followed.
2) Scheduling: It means working out of time that should be
required to perform each operation & also the necessary time
to perform the entire series as route. It mainly concerns with
time element and priorities of a job.
Functions of Production Planning & Control
Dr. Prashant B. Kalaskar
11. 2) Scheduling: The main aim is to schedule that amount of
work which can easily be handled by plant and equipment
without interference.
It takes into account following factors…
(i) Physical plant facilities of the type required to process the material
being scheduled. (Machines-plant capacity)
(ii) Personnel who possess the desired skills and experience to operate
the equipment and perform the type of work involved. (manpower)
(iii) Necessary materials and purchased parts. (materials)
Functions of Production Planning & Control
Dr. Prashant B. Kalaskar
12. 3) Dispatching: Transition from Planning into Action according
to Scheduling. Dispatching involves issue of production orders
for starting the operations.
(i) Movement of materials to different workstations.
(ii) Movement of tools and fixtures necessary for each operation.
(iii) Beginning of work on each operation.
(iv) Recording of time and cost involved in each operation.
(v) Movement of work from one operation to another in accordance
with the route sheet & Inspecting or supervision of work.
Functions of Production Planning & Control
Dr. Prashant B. Kalaskar
13. 4) Loading: (Actual Operation Begins) Loading of Materials in
the sequence of requirement in the flow, to ensure supply of
materials.
- Loading determines who will do the work as determined in
routing and scheduling determines when it shall be done.
5) Follow-up (Expedition): Determination of the progress of
work, removing bottlenecks in the flow of work and ensuring
that the productive operations are taking place in
accordance with the plans.
Functions of Production Planning & Control
Dr. Prashant B. Kalaskar
14. 6) Evaluating: Evaluating the Plan and Output to ensure the
supply and fulfilling the demand of the market
7) Control: Maintaining optimum level of Inventory to avoid
shortage as well over stocking
8) Corrective Measures: Corrective action may involve any of
those activities of adjusting the route, rescheduling of work,
changing the workloads, repairs & maintenance of machinery
or equipment, control over inventories & deviation is the poor
performance of the employees.
Functions of Production Planning & Control
Dr. Prashant B. Kalaskar
15. Strategic Planning(Long range): It is process of thinking through
the organizations current mission and environment and setting
a guide for future decisions and results. e.g. Technology
forecasting and choice of appropriate technology for the
long range time horizon.
Tactical Planning(Intermediate Range): It is done over an
intermediate term or medium range time horizon by middle
level management. These plans focus on aggregate products
rather than individual products.
Levels of Production Planning & Control
Dr. Prashant B. Kalaskar
16. Operational Planning(Short Range ): It is done over a short
range time span developed by junior level management.
It is concern with utilization of existing facilities rather than
creation of new facilities.
Levels of Production Planning & Control
Dr. Prashant B. Kalaskar
17. Production Planning
Dr. Prashant B. Kalaskar
Production
Plan
Marketing
Customer
Demand
Engineering
Design
Completion
Management
Return on
Investment
Human
Resources
Manpower
Planning
Procurement
Supplier
Performance
Finance
Cash Flow
Production
Capacity
Inventory
18. Production Planning has following 4 important components
1) Forecasting of Demand
2) Aggregate Planning
3) Master Production Schedule (MPS)
4) Material Requirement Planning (MRP)
Production Planning
Dr. Prashant B. Kalaskar
20. Forecasting
Dr. Prashant B. Kalaskar
Predict the next number in the pattern:
a) 3.7, 3.7, 3.7, 3.7, 3.7, ……?
b) 2.5, 4.5, 6.5, 8.5, 10.5, …….?
c) 5.0, 7.5, 6.0, 4.5, 7.0, 9.5, 8.0, 6.5, ……..?
3.7
12.5
12.5
21. What is Forecasting..?
Dr. Prashant B. Kalaskar
Process of predicting a future event based on historical data
Educated Guessing.
Underlying basis of all business decisions
Production
Inventory
Personnel
Facilities
Finance
22. Forecasting
Dr. Prashant B. Kalaskar
Forecasting is a process of estimating a future event by
casting forward past data.
The past data are systematically combined in a
predetermined way to obtain the estimate of the future.
Prediction is a process of estimating a future event based
on subjective considerations other than past data
23. Principles of Forecasting
Dr. Prashant B. Kalaskar
Defn: Prediction of Future (demand) is called as
Forecasting
Forecasting has 4 characteristics (principles)-
1) Forecasts are usually wrong
2) Every forecast should include an approximate error.
3) Forecasts are more accurate for families or groups
4) Forecasts are more accurate for nearer future
24. It is the Prerequisite Activity for Every Production Process
Estimating or Predicting the Future is called as Forecasting
Need for Forecasting:
1) Uncertainty in Market and Fluctuating Demands
2) Seasonal Fluctuation of Demand
3) To avoid Shortages and Overproduction
4) Helps in Planning and thus minimize errors
Errors: Actual – Forecast [ Et = At – Ft ]
Demand Forecasting
Dr. Prashant B. Kalaskar
Note that over-forecasts = negative errors and under-forecasts = positive errors
25. Steps of Demand Forecasting
Dr. Prashant B. Kalaskar
1) Specifying the objectives of Demand Forecasting
2) Determining the Time Perspective
3) Making the choice of Methods of Demand Forecasting
4) Collection of Data
5) Estimation & Interpretation of Demand
26. Objectives of Forecasting (as Planning Tool)
Dr. Prashant B. Kalaskar
Forecasting can be done on short & long term basis.
Benefits of Short term objectives:-
1) Formulation of Production plans
2) Helps to ensure regular supply of material
3) Maximum capacity utilization
4) Ensuring regular labour availability
5) Ensuring Adequate finance
Apr.
2014
27. Objectives of Forecasting (as Planning Tool)
Dr. Prashant B. Kalaskar
Forecasting can be done on short & long term basis.
B) Benefits of Long term objectives:-
1) Decision on new plant & production capacities
2) Estimation of labour requirement
3) Arrangement for long term finance
28. Forecasting (as Planning Tool)
Dr. Prashant B. Kalaskar
Seasonality of Demand: Ex. Ice Cream, Cold Drinks (helps
businesses to maintain levels, to manage fluctuations in
demand.) Festive seasons- demand is always high
Daily & Weekly Demand Fluctuations: Ex: Time of Day or
week
viz: morning, noon, or evening, or Weekday or Weekend etc.
Banks & Tea stalls, more rush in morning hours, Supermarkets experiences
demand on weekends.
29. Types of Forecasting Methods
Dr. Prashant B. Kalaskar
Rely on data and
analytical techniques.
Rely on subjective
opinions from one
or more experts.
Qualitative Methods Quantitative Methods
30. Techniques for Forecasting
Dr. Prashant B. Kalaskar
Qualitative Technique
Executive
Opinion
Approach in
which a group
of managers
meet & Shares
Opinions to
Forecast
Market Survey
Approach that
uses interviews
and surveys to
Come to judge
preferences of
customer & to
assess demand
Sales Force
Approach
Approach in
which each
salesperson
estimates sales
in his or her
region
Delphi Method
Approach in
which
consensus
agreement is
reached among
a group of
experts
31. Techniques for Forecasting
Dr. Prashant B. Kalaskar
1) Qualitative Technique- Based on intuition, judgments &
formal opinions are obtained from the customers for
forecasting general business trends & demand from market
o This is subjective technique used by Top Management.
o Production & inventory forecasting is usually concerned
with a demand for a particular item.
Ex.-Delphi Method & Panel experts to give their opinions
32. Qualitative Techniques for Forecasting
Dr. Prashant B. Kalaskar
Type Characteristics Strengths Weaknesses
Executive
opinion
A group of managers
meet & come up
with a forecast
Good for strategic or
new-product forecasting
One person's opinion
can dominate the
forecast
Market
research
Uses surveys &
interviews to identify
customer
preferences
Good determinant of
customer preferences
It can be difficult to
develop a good
questionnaire
Delphi
method
Seeks to develop a
consensus among a
group of experts
Excellent for forecasting
long-term product
demand, technological
changes, and scientific
advances
Time consuming to
develop
33. Techniques for Forecasting
Dr. Prashant B. Kalaskar
2) Extrinsic Technique- These projections [Forecasting] are
based on extrinsic (external) indicators/ factors which are
related to demand for company’s products.
Factors like- Housing Constructions, birth rates & disposable income.
The theory is that the demand for the product group is directly
proportional to external factors.
Examples- Production & Sales of bricks are dependent on construction
rate.
Sales of electronics & automobiles is disposable income dependent
Schools & Related materials depend on birth rate
34. Techniques for Forecasting
Dr. Prashant B. Kalaskar
3) Intrinsic Technique-This technique is based on historical
(past/internal) data, records within the company.
It is assumed that trends/ demands in future can be
related to what has happened in the past
(Like driving a car safely looking in the rear view mirror)
Ex- Simple moving average methods
Weighted moving average methods,
Exponential Smoothing Method
35. 1-Simple Moving Average Method
Dr. Prashant B. Kalaskar
This technique is suitable for short term forecasting.
The data usually considered for 3-5 years for average
calculation
The number of periods may be considered up to 20.
Every next time of calculation, the initial old data is replaced
with the latest data.
Formula for calculation-
Simple Moving Average =
Sum of demands of previous periods
No. of periods used
36. 2-Weighted Moving Average Method
Dr. Prashant B. Kalaskar
o This is a similar method to that of Simple moving average
o In this method, the weightage is given to the latest data,
considering less accuracy with old data.
o The latest data can give more exactness in forecasting, as
it is the nearer demand.
Let us see one example to understand it-
Period 1 2 3 4 5
Qty. 1000 2000 3000 4000 5000
37. Simple & Weighted Moving Avg. Methods
Dr. Prashant B. Kalaskar
With Simple Moving Average Method-
1000+2000+3000+4000+5000 = 3000
With weighted moving average method-
3000+4000+5000
3
= 4000
o Here, the 4000 forecasted quantity is greater than 3000, which seems
to be closer to that of earlier months 5000 units.
o Hence these methods are useful for short term forecasting & to filter
out random fluctuations in the demand
38. 3) Exponential smoothing Method
Dr. Prashant B. Kalaskar
This is software based computer mediated technique.
This method is used for short term inventory control & scheduling
Here also weightage to latest data is given.
The actual demand is given the weightage.
It is represented as α & is weighted in decimal 0.0 to 1.0
The formula for calculation new forecast by this method is-
New Forecast= (α)x (Latest demand) + (1- α) x (Prev. forecast)
A smaller α value makes the forecast more stable (used when more distant past data is used)
A larger α makes the forecast more responsive
39. Ex- The old forecast for the month of May was 220 & actual demand for
May was found as 190. If α value is 0.15, calculate the forecast for June.
If the June’s demand turns to be 218, calculate forecast for July.
Example of Exponential Smoothing
Dr. Prashant B. Kalaskar
Formula is-
New Forecast= (α)x (Latest demand) + (1- α) x (Prev. forecast)
June forecast= (0.15) x (190) + (1- 0.15) x (220)
June Forecast calculated is- 215.5 units
July forecast= (0.15) x (218) + (1- 0.15) x (215.5)
July Forecast= 215.9
40. 4) Seasonality
Dr. Prashant B. Kalaskar
Many products have seasonal or periodic demand pattern
Seasonal Index- This index is an estimate of how much
demand during the season will be above or below the
average demand for the desired product.
It is calculated as-
Seasonal Index =
Period’s Average Demand
Avg. demand for all periods
41. 5) Delphi Methods
Dr. Prashant B. Kalaskar
It Comprise of an expert panel.
It is suitable for long range predictions, new products &
product development market strategies.
The panel of experts are from within the organization.
The coordinators collects the answers for each question &
summarizes & edited to develop new questions.
This steps are repeated till the satisfied response is not
received to the coordinators.
Direct interpersonal relations are avoided, so there is no
personality conflicts & dominance by any person.
42. 6) Scenario Based Method
Dr. Prashant B. Kalaskar
This method uses expert judgment in predicting alternative
future scenarios.
Suitability same as for the historical analysis
43. Forecasting on Time Horizon
Dr. Prashant B. Kalaskar
SHORT-RANGE FORECAST
USUALLY < 3 MONTHS
JOB SCHEDULING, WORKER ASSIGNMENTS
MEDIUM-RANGE FORECAST
3 MONTHS TO 3 YEARS
SALES/PRODUCTION PLANNING
LONG-RANGE FORECAST
3 YEARS & MORE
NEW PRODUCT PLANNING
Design
of Production
system
Detailed
use of
Production
system
Quantitative
methods
Qualitative
Methods
44. Forecasting on Time Horizon
Dr. Prashant B. Kalaskar
Short Range Forecasting:
o Typically are more accurate as predictions are made from
the known facts and figures
o It ranges from weeks to 3 months period, which includes;
1) Purchase requirement
2) Cash Requirement
3) Scheduling Work of employees
4) Job Assignments to Managers
5) Production Levels to be achieved
45. Forecasting on Time Horizon
Dr. Prashant B. Kalaskar
Medium Range Forecasting:
o Typically are Fairly accurate as forecasts are made from the
recent facts and figures and future trends can be calculated
o It ranges from 3 months to 3 years, which includes;
1) Sales Planning
2) Production Planning & Budgeting
3) New Product Launch
4) Addition of New Technology
46. Forecasting on Time Horizon
Dr. Prashant B. Kalaskar
Long Range Forecasting:
o Typically are less accurate as forecasts are made from the
recent facts and figures and future trends can be calculated
o It ranges from a 3 years to more than that, which includes;
1) Investments in New Plant
2) Change in Facility Location & Expansion
3) New Product Launch
4) Addition of New Technology
5) Acquisition or Divestment
Useful for R&D
Projects, Big
Construction
Projects
Requires Constant
Revisions and Updates
47. Sources of Data for Forecasting
Dr. Prashant B. Kalaskar
Accuracy of Forecasting increases based on quality
and quantity of data.
The source of Data for Forecasting can be either;
1) Internal Source: The data which is obtained from inside
of the business. Viz. Previous Sales Data, Reports,
Actual Forecast
2) External Source: The Data which is obtained from out
of the business, which can be used for the purpose of
forecasting
Apr.
2016
48. External Sources of Data for Forecasting
Dr. Prashant B. Kalaskar
1) Sales Force Estimates: Based on the opinions of the sales
people, who are in the market and in contact with customers.
The source is valuable, as the accuracy of the forecast is high
2) Point of Sales Data Systems: Here actually the CBB is observed
by the retailers, who in contact with manufacturer, can
estimate future trends and expected demand by customers
3) Forecast from Supply Chain Partners: Retailers and Distributors
in SCM, can provide the accurate data based on their
experiences with other channel partners including customers
49. External Sources of Data for Forecasting
Dr. Prashant B. Kalaskar
4) Trade/Industry Journals: These journals can be
published monthly or quarterly, becomes a source of
data, which analyses trends in domestic as well
international markets, sector wise data is also useful for
forecasting purpose
5) B2B Portals or Market Place: Various Data sources of
national and international businesses can be obtained
from websites of private as well government officials.
50. External Sources of Data for Forecasting
Dr. Prashant B. Kalaskar
6) Economic Surveys & Indicators: The surveys on economic trends
like consumption pattern, GDP, GNP, Per capita income and
spending capacity etc. can become the source for forecasting.
Economic Research Agencies like CMIE- Centre for Monitoring
Indian Economy or Central Statistical Agency are the examples
7) Subjective Knowledge: Senior Management or the Subject
Experts, can become the source of information for forecasting.
A systematic study of present and past scenario can help Top
management to take Strategic Decisions
51. Capacity
Dr. Prashant B. Kalaskar
Capacity: It can be defined as “the upper limit of output”
Capacity as output can be measured as Business
Capacity (output) as sum total of its products or services.
Definition: “Capacity is the upper limit or ceiling on the
load that an operating unit can handle.”
In Every Lift, it is clearly mentioned the capacity of weight
either in kg’s or in terms of no. of persons
52. Importance of Capacity Decisions
Dr. Prashant B. Kalaskar
If a manufacturing plan has higher capacity then,
It allows the ability to meet future high demands
It affects operating costs to the company
It is the major determinant of initial costs
It affects competitiveness
It affects ease of management
53. Types of Capacity
Dr. Prashant B. Kalaskar
Fixed Capacity: The capital assets (building and equipment)
of a company at any particular time, is c/a fixed capacity.
Adjustable Capacity: Depending upon size of work force,
number of hours, number of shifts, subcontracting, capacity
can be adjustable
Design Capacity: is the maximum amount of work that an
organization is capable of completing in a given period.
Ex: A Cement Factory is designed to manufacture 150 tons/day
Licensed Capacity: Legally Allowed Capacity (ex.-Liquor
mfg.)
54. Types of Capacity
System Capacity: The maximum output of a specific product,
using workers and machine system i.e. production system. It is less
than or equal to Design Capacity
Installed Capacity: The capacity of output of a machine
provided at the time of installation. (Car Mileage)
Normal Capacity/Rated Capacity: The capacity of output based
on actual output, established by the actual trials.
Effective/Actual or Utilized Capacity: It is the actual output of any
production system at any given point of time. It depends upon
the availability of resources like absenteeism reduces capacity
55. Efficiency and Utilization
Dr. Prashant B. Kalaskar
Actual output
Efficiency =
Effective capacity
Actual output
Utilization =
Design capacity
This definition of efficiency is not used very much.
Utilization is more important.
56. Efficiency/Utilization Example for a Trucking Company
Dr. Prashant B. Kalaskar
Design capacity = 50 trucks/day available
Effective capacity = 40 trucks/day, because 20% of truck capacity
goes through planned maintenance
Actual output = 36 trucks/day, 3 trucks delayed at maintenance,
1 had a flat tire
Actual output
Efficiency =
Effective capacity
Actual output
Utilization =
Design capacity
36 trucks/day
=
=
40 trucks/day
=
36 trucks/day
50 trucks/day
=
90%
72%
57. Capacity Planning
Dr. Prashant B. Kalaskar
Capacity planning is the process of determining the
production capacity needed by an organization to
meet changing demands for its products.
A discrepancy between the capacity of an
organization and the demands of its customers results in
inefficiency, either in under-utilized resources or
unfulfilled customers Demands.
The goal of capacity planning is to minimize this
discrepancy.
58. Improving Capacity of Output
Dr. Prashant B. Kalaskar
Capacity can be improved by..,
o Better utilization of existing capacity, which can be accomplished
through improvements in Overall Equipment Effectiveness (OEE).
o Capacity can be increased through introducing new techniques,
equipment and materials, increasing the number of workers or
machines, increasing the number of shifts, or acquiring additional
production facilities.
Ex: Garment Stitching Machines Capacity increase during Festivals
59. Production Planning Process
Dr. Prashant B. Kalaskar
Production Plan
Execute Material
Plans
Master Production
Schedule (MPS)
Material
Requirements
Plan (MRP-I)
Capacity
Requirements
Plan (CRP)
Execute Capacity
Plans
No
Yes
Realistic??
Demand Forecasting
60. Aggregate Planning is totaling of forecasted demand
including customer backlogs, matching to the business
plan.
This plan is made in advance of about 3 to 18 months and
this plan plays a very critical role in providing an idea to the
management about the quantity of the materials and the
other resources that are to be procured and at what time
of the operation all these are required.
Aggregate Planning
Dr. Prashant B. Kalaskar
61. Aggregate Planning allows companies to understand;
1) Amount of resources required for production process
2) The rate at which the production should go on so as to
meet the demand in the market
3) The inventory to be carried out for production purpose
A Garment Manufacturer can make aggregate Planning of 1 yr
Shirts-5k, Trousers-5k+1k backlog, Hotel Uniforms-500, Coats-700
School Uniforms-3k, Security Guards Dress-200
Aggregate Planning
Dr. Prashant B. Kalaskar
62. Need for Aggregate Planning
Dr. Prashant B. Kalaskar
o Demand Fluctuation in the market: There will be a constant upswing
and downswing of demand in the markets based on different factors
o Capacity Fluctuation: ( Feb. has less days than in Jan or March)
o Difficult level in altering production capacity: (4000/day to 5000/day)
o Benefits of Multi Period Planning: Considering fluctuations in the
demand, it is always advisable to produce slightly higher than the
estimated demand to match with any fluctuation, than planning
month by month.
63. - Even out of demand by shifting the demand from peak
hours to non peak hours.
A) Reservation of Capacity
B) Influencing Demand:
1) Inventory Based Alternatives
2) Capacity Adjustment Alternatives
3) Capacity Augmentation Alternatives
Alternatives for Managing Demand & Supply
Dr. Prashant B. Kalaskar
64. A) Reservation of Capacity:
- When on a specific day or time, demand goes beyond the
capacity, the organization may loose customer and business
- In such situation, reservation of capacity can be used.
Example: Movie Theater: Advanced booking or advanced
reservation of tickets
Hospitals: Doctor’s appointment can be given as per the
capacity, so that every patient can be served on alternative
days
Alternatives for Managing Demand & Supply
Dr. Prashant B. Kalaskar
65. B) Influencing Demand:
- Influencing demand of customers using some tools/techniques
from peak demand time to non peak demand time.
- Methods like Special Tariffs, Discounts, Offers, etc.
Example: Internet providing companies can shift the demand
from peak hours to non peak hours (12 am to 8 am) by
providing special tariffs.
End of Season Sell or Stock clearance sell, before festive
demand
Alternatives for Managing Demand & Supply
Dr. Prashant B. Kalaskar
66. 1) Inventory Based Alternatives:
- Building the inventories, when the demand is low for the time
when the demand will be high.
Ex: Suppose a machine has a capacity of mfg. 45000 units/day
The demand for the product in Feb, Mar & April is just 35000 U/d
The demand for the product in May, Jun & Jul is 55000 U/d
The company will use its capacity of 45000 u/d, and will carry
excess inventory in first 3 months for matching the demand in
next 3 months
Ex: Paan Shop, who keeps paan ready
Alternatives for Managing Demand & Supply
Dr. Prashant B. Kalaskar
67. 2) Capacity Adjustment Alternatives:
- The capacity of the machine can be adjusted (increased or
decreased) depending upon the demand in the market.
a) Overtime or Under-time operation of machines
b) Variable Number of Shifts (increase or decrease of shifts)
c) Hire or lay off workers (training)
Disadvantages: Training cost to hired labours, Morale issues of
labours, OT cost increases.
Alternatives for Managing Demand & Supply
Dr. Prashant B. Kalaskar
68. 3) Capacity Augmentation Alternatives:
- Augmentation means increasing or expansion through
combination or integration
a) Subcontracting or Outsourcing of manufacturing
b) De-bottleneck of operation process
c) Addition of New Capacity
Disadvantages: Transaction cost increases due to outsourcing
Additional cost of new capacity addition of machines
Alternatives for Managing Demand & Supply
Dr. Prashant B. Kalaskar
69. Master Production Schedule-MPS
Dr. Prashant B. Kalaskar
Aggregate Production Plan
Capacity ?
Master Production
Schedule
Feasibility approved?
Material Requirement Planning
Yes
No
No
Can we produce 10,000 equivalent
units (total for products A, B and C)
per month for the next year?
Can we produce 1500 units of A,
600 of B and 400 of C per week for
the next month ?
70. The MPS is software based system, that gives
information related to production planning, purchasing
& helps top management with the information needed
to plan and control the manufacturing operation.
Planned production quantities for end-items in each
time period of the planning horizon.
Master Production Schedule-MPS
Dr. Prashant B. Kalaskar
71. - A Master Production Schedule (MPS) is the plan that a
company has developed for-
Production, Inventory, Staffing, etc.
- It sets the quantity of each end item to be completed in
each week of a short-range planning horizon.
- A MPS is the master of all schedules.
- It is a plan for future production of end items.
- It is usually linked to manufacturing where the plan indicates
when and how much of each product will be demanded.
Master Production Schedule-MPS
Dr. Prashant B. Kalaskar
72. - Breaks down, or disaggregates, the production plan into
product families
- Promotes valid order promises
- Provides a communication medium between
Marketing/Sales and Operations
- Proactively control ability to deliver goods to customers
- Resource availability control
- Proactively controls inventory levels
What Master Production Schedule Does..?
Dr. Prashant B. Kalaskar
73. Disaggregate the Sales and Operations Plan
1) The Sales and Operations Plan is broken into smaller product
families. An example would be an auto maker breaking their
automobile production down into small cars, sudans, trucks, etc..
2) Promotes valid order promises: By validating the capacity for
the MPS through rough cut capacity planning, alterative plans
can be made when there are more orders than capacity.
- Management has several options & implement something
before customer orders are late or missed
Master Production Schedule-MPS
Dr. Prashant B. Kalaskar
RCCP: Irrespective of Available inventory and available capacity, matching market demand
74. Marketing Operations
- Marketing communicates demand through customer orders &
forecasts: Marketing researches and monitors data to provide
input on actual customer demand and forecasted customer
demand to the Operations department
- Operations communicates capacity through inventory levels
and constraints: Operations researches & monitors data to
provide input on capacity, inventory levels, & production
constraints.
Master Production Schedule-MPS
Dr. Prashant B. Kalaskar
75. - Resource Availability Control
Production shortfalls will be known ahead of time & alternative
plans can be made: Based on the sales forecast & capacity
review, a firm will know when they will not be able to meet
forecasted demand & will be able to make alternative plans to
increase capacity in some other manner or subcontracting.
Proactively control ability to deliver goods to customers:
Management will be able to proactively work on CRM by
deciding how to handle production shortfalls in advance
Master Production Schedule-MPS
Dr. Prashant B. Kalaskar
76. Objectives of MPS
Dr. Prashant B. Kalaskar
• Establish and meet delivery dates
• Determine launch dates for material orders
• Optimize the use of available capacity and resources
• Meet the objectives of the aggregate plan
• Make trade-off decisions between production and
marketing
Sales
Purchase
Operations
Operations
Systemic
Approach
77. An example of a master production schedule for "product A“
Production Plan for week-2, February, 2017
Example of MPS
Dr. Prashant B. Kalaskar
Demand Management 6 Feb. 17 7 Feb. 17 8 Feb. 17 9 Feb. 17 10 Feb. 17
Monthly Demand For
Product A
4000 4000 4000 4000 4000
Working Days in the Month 23 23 23 23 23
MPS Daily Demand for
Product A 174 174 174 174 174
78. Inputs-Outputs of MPS
Dr. Prashant B. Kalaskar
Forecast
Production Plan
Customer Order
What to Produce?
When to
Produce?
How much to
produce?
Product Lead
Time Constraint
Capacity
Constraint
79. Materials requirements planning (MRP) is the logic for
determining the number of parts, components, and/or
materials needed to produce a demanded product.
MRP is a software system.
MRP provides time scheduling information specifying when
each of the materials, parts, and components should be
ordered or produced.
Dependent demand drives MRP.
Material Requirement Planning (MRP-I)
Dr. Prashant B. Kalaskar
80. Dependent demand – Demand for items that are sub-
assemblies, parts or raw materials to be used in the
production of finished goods (end items).
Independent demand – Finished products
Inventory Classification
Dr. Prashant B. Kalaskar
100 tables
100 x 1 = 100 tabletops
100 x 4 = 400 table legs
81. Functions of Material Requirement Planning
Dr. Prashant B. Kalaskar
• Reduces Inventory Levels
• Reduces Component Shortages
• Improve Shipping Performance
• Improve Customer Service
• Improve Productivity
• Improve Communication
• Reduce Freight Cost
• Reduction in Excess Inventory
• Reduce Purchasing Cost
• Improve Production Schedules
• Reduce Manufacturing Cost
• Less Scrap and Rework
• Simplified & Accurate Scheduling
• Improve Supply Schedules
• Improve Calculation of Material
Requirements
• Improve Competitive Position
82. 1. Identifying Requirements
2. Running MRP – Creating the Suggestions
3. Firming the Suggestions
Three Basic Steps of MRP
Dr. Prashant B. Kalaskar
83. Step 1: Identifying Requirements
Quantity on Hand
Quantity on Purchase Order
Quantity in/or Planned for Manufacturing
Quantity Forecasted
(In short gross & net requirement planning)
Three Basic Steps of MRP
Dr. Prashant B. Kalaskar
84. Step 2: Running MRP – Creating the Suggestions
Critical Items- (Vital & Essential “A”)
Expedite Items- (Possibility of Shortage. “S”)
Delay Items- (possibility of delay)
(Simply Classification of Materials)
Three Basic Steps of MRP
Dr. Prashant B. Kalaskar
85. Step 3: Firming the Suggestions
Manufacturing Orders
Purchasing Orders
Various Reports
Three Basic Steps of MRP
Dr. Prashant B. Kalaskar
87. Overview of the MRP System
(Inputs & Outputs)
Dr. Prashant B. Kalaskar
Product
Structure File
(BoM)
Master
Production
Schedule
Inventory
Master File
Material
Requirements
Planning
Manufacturing
Orders
Purchase
Orders
Various
Reports
I
n
p
u
t
s
O
u
t
p
u
t
s
88. Bills of Materials
“A listing of all the subassemblies, intermediates, parts,
and raw materials that go into a parent assembly
showing the quantity of each required items to make an
assembly”.
Basically, a Bill of Material (BOM) is a complete list of the
components making up an object or assembly.
Product Structure File (Bills of Materials)
Dr. Prashant B. Kalaskar
89. Static (fixed) bill
A bill of material for a part that is normally made from the
same components, labor and raw materials.
Used for standard assemblies, components, and engineer-to-
order customer orders. (Ex: Auto Components, Tyres etc.)
Dynamic (parametric) bill
A bill of material for a product or part for which size, color,
laminate, and other options can be selected. (Changing)
Example: A bill of materials for a computer or Fast Food Items
Types of Bills of Materials (BoM)
Dr. Prashant B. Kalaskar
90. List of components & quantities needed to make product
Provides product structure (tree)
Parents: Items above (Top) in given level
Children: Items below in given level
Shows low-level coding
Lowest level in structure item occurs
Top level is 0; next level is 1, 2, 3 etc.
Bill of Materials
Dr. Prashant B. Kalaskar
92. Sample Bill of Materials
Dr. Prashant B. Kalaskar
Bill of Material
P/N: 1000 Name: Bicycle
P/N Desc Qty Units Level
1001 Handle Bars 1 Each 1
1002 Frame Assy 1 Each 1
1003 Wheels 2 Each 2
1004 Frame 1 Each 2
93. 1) Quantity
2) Item ID#
3) Description of Item
4) Cost of Item
5) Total Project Cost
What information is on a BOM?
Dr. Prashant B. Kalaskar
94. Quantity
Tells user how many of each part is needed for each project
Ex.: A chair needs 1 seat, 4 legs, 1 back, 2 handles & 15 nails
Item ID
Tells us which part to order
Can be any of the following:
Catalog number, UPC, or any other identification number.
Ex: The chair needs a 2PC seat, 5DR legs, 6TU8 back, and 1 inch
nails.
Information is on a BOM
Dr. Prashant B. Kalaskar
95. Description of Item
Provides a check that the correct item is being ordered.
Cost of Item
Cost is included to show how much each part is per item and
the total cost of all like parts.
Example:
The cost of a leg is ` 50 per leg. Then the total price of the
legs ordered would be ` 200 because there are 4 legs.
Information is on a BOM
Dr. Prashant B. Kalaskar
96. Total Project Cost
Shows the total cost of all items and is also the total cost of
the direct materials used in the project.
Example:
Seat- ` 10, Back- ` 5, Leg- ` 5 per leg, Nail- ` 5 per nail
Total Cost of a chair = 10 + 5 + 50*4 + 5*5 = ` 240
Information is on a BOM
Dr. Prashant B. Kalaskar
97. MRP Process
Dr. Prashant B. Kalaskar
The Firm in Example produces all items in Product A.
Using Lead times and MPS, we construct the Gross MRP as follows:
98. Given the following on-hand inventory, We construct a Net
Requirements Plan:
MRP Process
Dr. Prashant B. Kalaskar
Item Quantity on Hand
A 10
B 15
C 20
D 10
E 10
F 5
G 0
Net Requirements plan includes following:
1) Gross Requirements,
2) On hand inventory,
3) Net requirements,
4) Planned Order Receipt &
5) Planned Order Release for each item.
100. Net Requirement for item-’B’
Dr. Prashant B. Kalaskar
We need 80 units of B at week 7 because we need 40 units of A at this
week, and one unit of A requires 2 units of B. Therefore 2 times 40 = 80.
101. Net Requirements = (Gross Req.) - [(On hand) + (Scheduled
Receipts)]
Therefore, we should also consider that the Inventory on hand
for a item & also Scheduled Receipts for it (if we buy some of
the item from other suppliers).
Remember that, Scheduled receipts are the ones which we
do not produce but buy from Outside.
MRP-I Process
Dr. Prashant B. Kalaskar
102. 1) Exploding and Offsetting
2) Gross and Net Requirements
3) Releasing Orders
4) Low level Coding and Netting
MRP-I Process
Dr. Prashant B. Kalaskar
103. 1) Exploding and Offsetting:
Lead time – it is the time needed to perform the process . It
includes order preparation, queuing, processing moving
receiving and inspecting time as well as any expected delays.
Exploding the requirements – it is the process of multiplying the
requirements by usage quantity of each item and recording the
appropriate requirements throughout the product tree. (BoM)
Offsetting – it is a process of placing the exploded requirements
in their proper periods based on lead time. (Ordering)
MRP-I Process
Dr. Prashant B. Kalaskar
104. 2) Gross and Net Requirements
Gross Requirement - Total expected demand of the product.
Net Requirements - Actual amount needed in each time period.
Net Requirements = Gross Requirement – available inventory
Planned on hand - Expected inventory on hand at the beginning
of each time period.
Planned-order receipts - Quantity expected to received at the
beginning of the period
Planned-order releases - Planned amount to order in each time
period
MRP-I Process
Dr. Prashant B. Kalaskar
105. 3) Releasing Orders:
Releasing an order – means authorization is given to buy the
necessary material or to manufacturing of required
component.
Scheduled Receipts – are orders placed on manufacturing or
on a vendor and represent a commitment to make or buy.
Now, considering Scheduled Receipts,
Net Requirement = Gross Requirement – Scheduled Receipts –
available inventory
MRP-I Process
Dr. Prashant B. Kalaskar
106. 4) Low Level Coding and Netting:
Netting – is a process in which any stock on hand is subtracted
from the gross requirement determined through explosion,
giving the quantity of each item needed to manufacture the
required finished products.
Low Level Code – is the lowest level on which a part resides in
all bills of material.
(Low level codes are determined by starting at lowest level of bill
of material and working up, recording the level against the part. If
part exists on higher level, its existence on the lower level is already
recorded.)
MRP-I Process
Dr. Prashant B. Kalaskar
107. In the 1980s, MRP technology was expanded to create a
new approach called Manufacturing Resources Planning
(MRP II).
MRP provides valid production schedules, proved so
successful that organizations thought that with valid
schedules of other resources could be even better
planned and controlled.
Manufacturing Resource Planning-(MRP-II)
Dr. Prashant B. Kalaskar
108. MRP II represents an effort to expand the scope of
Production Resource Planning and to involve other
functional areas of the firm in the planning process, such
as marketing, finance, engineering, purchasing, and
human resources.
Manufacturing Resource Planning (MRP II)
Dr. Prashant B. Kalaskar
109. MRP II includes the following four major developments from
MRP:
1) Feedback
MRP II includes feedback from the shop floor on-
a) How the work has progressed, to all levels of the schedule
so that the next run can be updated on a regular basis, for
this reason it is sometimes called 'Closed Loop MRP.
Manufacturing Resource Planning (MRP II)
Dr. Prashant B. Kalaskar
110. 2) Resource Scheduling: the system that concentrates on the
resources i.e. –
The plant and equipment required for operations process.
The personnel requirement to carry out the task
The financial requirements for necessary courses of actions
etc.
Manufacturing Resource Planning (MRP II)
Dr. Prashant B. Kalaskar
111. 3) Batching Rules: The important rules are 'Lot for Lot', 'EBQ'
and 'Part Period Cover'.
Lot For Lot- means batches that match the orders
EBQ- stands for Economic Batch Quantity. The batch size is
calculated by a formula that minimizes the cost of production
through balancing the set up cost.
Part Period Cover means making batches whose size cover a
fixed period of demand.
Making a weeks requirement in one batch is an example.
Manufacturing Resource Planning (MRP II)
Dr. Prashant B. Kalaskar
112. 4) Software extension programs: A number of other software
programs are included in the MRP II
The most important is Rough Cut Capacity Planning (RCCP),
an initial attempt to match the order load to the capacity
available (using a number of simplifying assumptions).
Overloads are identified and orders can be moved to
underload periods to achieve a balance.
This has been described as "knocking the mountains (the
overloads) into the valleys (periods of underload)
Manufacturing Resource Planning (MRP II)
Dr. Prashant B. Kalaskar
113. CRP is the process of determination of;
Personnel Capacities &
Equipment Capacities to meet production objectives as
per MPS
MRP & CRP are integrated within computerized system
MRP mainly focuses on Materials, while CRP focuses on
Time
Capacity Requirement Planning (CRP)
Dr. Prashant B. Kalaskar
114. CRP mainly Concerned with;
1) Long Range resources planning of capital facilities,
equipment and human resources
2) Medium Range requirement planning of Labour &
Equipment to meet MPS needs
3) Short Range control of the flow (input & output) and
sequencing of Operations
Capacity Requirement Planning (CRP)
Dr. Prashant B. Kalaskar
115. DRP provides the basis for integrating Supply Chain
inventory information & physical distribution activities
with the Manufacturing planning & control system.
- Managing the flow of Materials between firms,
warehouse & distribution centers
- DRP helps to manage these materials flow just like
MRP does in manufacturing
Distribution Requirement Planning (DRP)
Dr. Prashant B. Kalaskar
116. DRP & Marketplace:
- DRP starts in Marketplace to collect sales forecast
- Some firms gather information on inventory levels &
product usage from customers
- This information serves as knowledge to create
opportunity
- This is specially true when they have vendor managed
inventories
Distribution Requirement Planning (DRP)
Dr. Prashant B. Kalaskar
117. DRP is the systematic process of delivering materials
(Raw materials as well finished goods) at the location,
where it is demanded.
- The main objective of DRP is to lower the shortages
and reduce the cost of ordering, transportation and
holding goods
- DRP take into accounts the supply stock along with
buffer or safety stock to meet customer demand
Distribution Requirement Planning (DRP)
Dr. Prashant B. Kalaskar
118. The role of MRP and DRP is same, the only difference is
that, MRP works at manufacturing while DRP works at SCM
- DRP works on Pull as well Push System
Pull System: ensures goods moving up to fulfill the demand
of customers
Push System: It sends goods down with planned order
system, so as to maintain a constant supply of goods which
are on regular demand.
Distribution Requirement Planning (DRP)
Dr. Prashant B. Kalaskar
119. DRP system works on demand signals
- The organization collects the orders from market
Totaled orders then sent as demand signals to various
production units, enabling them to develop their
production plan and thus ensure supply of goods to the
desired markets with 5R’s
If DRP system doesn’t deploy efficiently, may result in
Bullwhip effect.
Distribution Requirement Planning (DRP)
Dr. Prashant B. Kalaskar
120. It provides a framework for determining the need to
replenish inventory
- It links market requirement with manufacturing and
demand management system
- It helps to manage the inventory according to MPS and
demand in the market
- It helps to maintain the safety stock of inventory, thus
avoids shortages
- It helps to achieve overall productivity
Need of Distribution Requirement Planning (DRP)
Dr. Prashant B. Kalaskar
121. DRP Process Flow
Dr. Prashant B. Kalaskar
Defining Nodes in Distribution Network
Deployment Strategy for Each Materials
Availability Checks
Forecasting (for each Distribution Centre)
Analysis and Transfer
DRP run and Plan Production Order
Transform and Transport the Stock
122. 1) Defining nodes in Distribution Network: Identify and define the
different nodes in distribution network like warehouse, distribution
centers and stock transfer point
2) Deployment Strategy for Each Materials: Set up material
master record at each nodes. Using push and pull system, setup
deployment strategy to ensure availability of each materials
3) Availability Check: This process will ensure availability of
materials in hand and required materials as per MRP through
availability checks
DRP Process Flow
Dr. Prashant B. Kalaskar
123. 4) Forecasting for Distribution Centers (DC): at each center
forecasting of materials based on sales forecast.
5) Analysis and Transfer: Analyze the demand at each DC
matching to the sales forecast and transfer the materials
6) DRP run and Plan Production Order: The DRP runs allows to
know quantities of materials required at each node of
distribution point and supplies matching to production plan
7) Transfer & Transport the Stock: Transfer & Transport the Stock
of materials from point of supply to point of consumption
DRP Process Flow
Dr. Prashant B. Kalaskar
124. Every Organization makes a planning of
- What Product to be produced
- When to Produce
- How to Produce
- How much to produce
- Who will produce
based on the demand and fulfilling customer needs & wants
This planning is supported with effective utilization of
Resources
Production Control
Dr. Prashant B. Kalaskar
125. Product control is thus….
- “The process of Planning Production in Advance,
- Establishing the exact route of resource
- Setting the time of starting & finishing of each tasks
- Releasing the necessary orders to carryout each task
- Evaluation and Follow-ups with all the activities to
effectuate the smooth functioning of the operation process”
Production Control
Dr. Prashant B. Kalaskar
126. Production Control
Dr. Prashant B. Kalaskar
Production
Control
Progress
Reporting
Data Processing
Corrective
Actions
Expediting
Re-planning
127. 1) It increases productivity of the organization
2) Reduces scrap and wastages of materials
3) It reduces time of operation thus allows on time delivery
4) Reduces overall operation cost to the company thus
contributes in profit generation
5) A better planning helps organizations to develop
competitive advantage
Benefits of Production Control
Dr. Prashant B. Kalaskar
128. Schedule – the order in which jobs are to be completed
providing a start time for each job on each machine
Sequence – only provides the order in which jobs are to
processed
“Scheduling integrates the people, machine, materials,
customer demands, and quality requirements in finalizing
the priorities. Scheduling makes it possible by determining
starting and completion time of each of the operations.”
Production Scheduling
Dr. Prashant B. Kalaskar
129. Production Scheduling
Dr. Prashant B. Kalaskar
Forecast of future demand
Aggregate plan
Master production schedule (MPS)
Schedule of production quantities by
product and time period
Material Requirement Planning (MRP)
Generate production orders and
purchase order
Operations Scheduling
To meet quantities and time
requirements for MRP
Implement the production orders as
generated in MRP under given
objectives ;
Allocate production resources
(machine, workers et al.) to
production orders (jobs or tasks & their
due dates) in an optimized manners;
The results are time allocations of
production resources to different jobs
(job sequences on each production
resources);
All the orders can be completed
while all production resources are
utilized with their loads being
balanced.
130. 1) Meet due date;
2) Minimize WIP inventory;
3) Minimize the average flow time through the systems;
4) Provide for high machine/worker (time) utilization (minimize
idle time);
5) Reduce setup cost;
6) Minimize production and worker costs
Objectives of Operations Scheduling
Dr. Prashant B. Kalaskar
131. Forward Scheduling: It starts with the receipt of orders from
the customers. It schedules the procurement of materials
and then scheduling operations to match with the delivery
date.
Backward Scheduling: In this case the last operation step
i.e. finished product is scheduled first. Then in reverse
sequence one by one other operations are designed and
then sets the time of procurement of raw materials
Types of Production Scheduling
Dr. Prashant B. Kalaskar
132. FCFS- (First Come First Served): Jobs processed in the order
they come to the shop.
SPT- (Shortest Processing Time): Jobs with the shortest
processing time are scheduled first.
EDD- (Earliest Due Date): Jobs are sequenced according to
their due dates.
CR- (Critical Ratio): Compute the ratio of processing time of
the job and remaining time until the due date. Schedule the
job with the smallest CR value next.
Typical (Common) Sequencing Rules that we
should consider
Dr. Prashant B. Kalaskar
133. Gantt chart is a type of Bar Chart, and it was developed
by the mechanical engineer Henry Gantt.
- He designed the chart in order for his foremen and
supervisors to quickly understand the status of engineering
projects.
- The modern Gantt chart displays the start/finish dates and
overall schedule of a project.
- It clearly highlights the dependency & relationship
between tasks & resources scheduled to deliver the work.
Gantt Chart
Dr. Prashant B. Kalaskar
134. Gantt Chart Example
Dr. Prashant B. Kalaskar
Process Name
Data Tables
Task bars
Milestones
Task Connectors
Vertical Scroll Line
Colors of the Bars
135. A Gantt chart consists of the following elements:
1) Categories & sub-categories (dates/weeks) in the visual time-line
2) Scrollable data table that includes:
Process names
Additional user-defined columns of data
3) Scrollable Gantt view pane that includes:
Gantt task bars
Milestones
Task connectors
Vertical Scroll Bar or lines
Legend to show the color keys used in the chart
Elements of Gantt Chart
Dr. Prashant B. Kalaskar
136. 1) Whole Project Picture
- The human brain interprets images and pictures much more
easily than words.
- A well structured Gantt chart demonstrates the start and
end dates of a project and the whole delivery plan in a single
view.
- If stakeholders can easily see the delivery date or end of the
project they are much more likely to support the plan.
Benefits of Gantt Chart
Dr. Prashant B. Kalaskar
137. 2) Critical Path
- Tasks that are considered on the critical path are literally just
that, critical to the success of the project.
- If any one of these tasks were to fail or be impacted then
they would have a direct affect on the project.
- The ability to easily identify possible risks and issues can only
be considered as a benefit.
Benefits Gantt Chart
Dr. Prashant B. Kalaskar
138. 3) Ability to baseline a project
- Baselining a project is a task that is often overlooked but
brings great benefit.
- The ability to look back over a project and identify where
changes were made to a plan and assess performance.
Benefits Gantt Chart
Dr. Prashant B. Kalaskar
139. 4) Demonstrate Control
- For any project to be a success it must have ‘buy in’ from all
stakeholders.
- One way this can be achieved is by instilling confidence
that as a Project Manager you are in control.
- Being able to view dates, resources and tasks on one single
page demonstrates that as a PM you have considered the
project delivery plan.
Benefits Gantt Chart
Dr. Prashant B. Kalaskar
140. 5) Highly Visible
- Gantt charts were designed to be easily presentable and
highly visible.
- An updated & regularly reviewed plan helps instill
confidence & ensures the project is moving in the right
direction.
- If a plan is posted in a public space then people can not
use the excuse of being unaware of timescales or
responsibilities.
Benefits Gantt Chart
Dr. Prashant B. Kalaskar
141. 6) Communication
Due to its structure and layout it aides communication. By
highlighting questions that may have not previously been
considered it forces team members to communicate.
7) Dependencies
The horizontal layout allows a viewer to quickly identify the
dependencies between tasks and spot any risks.
Benefits Gantt Chart
Dr. Prashant B. Kalaskar
142. 8) Clarity & Visualization
- A well presented Gantt chart combined with the right level
of task breakdown for the size of the project provides clarity
to everyone.
- Team members will be confident that the project is being
managed and steered in the right direction.
Benefits Gantt Chart
Dr. Prashant B. Kalaskar
143. 1) Define Production Planning & Control. Explain its objectives,
scope and elements. (Dec. 2014)
2) Explain Forecasting as Planning Tool (Apr 2014)
3) Explain Various Sources of Data for Forecasting (Apr 2016)
4) Explain Aggregate Production Planning (Dec 2014)
5) Explain Objectives and Function of MPS (Dec14 & Apr 16)
6) Explain Material Requirement Planning (Dec 2014)
7) Explain Capacity Requirement Planning (Dec 2014)
8) Explain Scheduling
Questions Asked Till Time by SPPU
Dr. Prashant B. Kalaskar
144. Dr. Prashant B. Kalaskar
9975770407
pbkalaskar@sinhgad.edu
For Any Query
Dr. Prashant B. Kalaskar