Shop Floor Planning and control

1. SHOP FLOOR PLANNING AND
CONTROL
Course: MBA
Subject: Production & Operation
Management
Unit: 4.2

2. Scheduling and Shop-Floor Decisions
Material
Requirements
Plan (MRP)
Capacity
Requirements
Plan (CRP)
Order-
Processing or
Routing Plans
Planned
Order Releases
Report
Work Center
Loading and
Overtime Plan
Assignment of
Orders to
Work Centers
Master
Production
Schedule (MPS)
Product Design
and
Process Plans
Day-to-Day Scheduling and Shop-Floor Decisions

3. Pre-production Planning
• Design the product in customer order
• Plan the operations the product must pass
through ..... this is the routing plan
• Work moves between operations on a move
ticket

4. Common Shop Floor Control Activities
• The production control department controls
and monitors order progress through the
shop.
– Assigns priority to orders
– Issues dispatching lists
– Tracks WIP and keeps systems updated
– Controls input-output between work centers
– Measures efficiency, utilization, and productivity
of shop

5. Shop Floor Planning and Control
• Input-Output Control
• Gantt Chart
• Finite and Infinite Loading
• Forward and Backward Scheduling

6. Input-Output Control
• Input-output control identifies problems such
as insufficient or excessive capacity or any
issues that prevents the order from being
completed on time.
• Input-output control report compares planned
and actual input, planned and actual output,
and planned and actual WIP in each time
period

7. Gantt Charts
• Gantt charts are useful tools to coordinate
jobs through shop; graphical summary of job
status and loading of operations

8. Assigning Jobs to Work Centers:
How Many Jobs/Day/Work Center
• Infinite loading
– Assigns jobs to work centers without regard to
capacity
– Unless excessive capacity exists, long queues
occur
• Finite loading
– Uses work center capacity to schedule orders
– Popular scheduling approach
– Integral part of CRP

9. Assigning Jobs to Work Centers:
Which Job Gets Built First?
• Forward scheduling
– Jobs are given earliest available time slot in
operation
– excessive WIP usually results
• Backward scheduling
– Start with promise date and work backward
through operations reviewing lead times to
determine when a job has to pass through each
operation
– Less WIP but must have accurate lead times

10. Reference
• homes.ieu.edu.