UNIT-IV

ROUTING:
Routing may be defined as the selection of path which each part of the product will
follow while being transformed from raw materials to finished products. Path of the product
will also give sequence of operation to be adopted while being manufactured. In other way,
routing means determination of most advantageous path to be followed from department to
department and machine to machine till raw material gets its final shape, which involves the
following steps:
Type of work to be done on product or its parts, Operation required to do the work,
Sequence of operation required, where the work will be done, a proper classification about
the personnel required and the machine for doing the work.
For effective production control of a well-managed industry with standard conditions, the
routing plays an important role, i.e., to have the best results obtained from available plant
capacity. Thus routing provides the basis for scheduling, dispatching and follow-up.
Techniques of Routing:
While converting raw material into required goods different operations are to be
performed and the selection of a particular path of operations for each piece is termed as
‘Routing’. This selection of a particular path, i.e. sequence of operations must be the best and
cheapest to have the lowest cost of the final product. The various routing techniques are:
Route card:

This card always accompanies with the job throughout all operations. This indicates
the material used during manufacturing and their progress from one operation to another. In
addition to this the details of scrap and good work produced are also recorded

Worksheet: It contains Specifications to be followed while manufacturing.

Instructions regarding routing of every part with identification number of machines and This
sheet is made for manufacturing as well as for maintenance.

Route sheet: It deals with specific production order. Generally made from operation
sheets. One sheet is required for each part or component of the order. This includes the
following: Number and other identification of order. Symbol and identification of part,
Number of pieces to be made, Number of pieces in each lot if put through in lots. Operation
data which includes: List of operation on the part. Department in which operations are to be
performed, Machine to be used for each operation. Fixed sequence of operation, if any

Move order: Though this is document needed for production control, it is never used
for routing system. Move order is prepared for each operation as per operation sheet. On this
the quantity passed forward, scrapped and to be rectified are recorded. It is returned to
planning office when the operation is completed.
Routing Procedure:
Steps or Procedure of Routing in procedure

Following important steps are involved in the procedure of routing:

1. Product analysis determines what to manufacture and purchase.

2. Product-analysis is done again to determine materials required for production.
3. Fix the manufacturing operations and their sequences.
4. Decide the number of units to be manufactured in a batch (lot).
5. Estimate the margin of scarp in each lot of production.
6. Analyze the production cost.
7. Prepare production control forms for effective routing.
8. Prepare a separate route-sheet for each order.

1. Product analysis
Product analysis is the first step in the routing procedure. This is done to find out what
parts (goods) should be manufactured and what parts should be purchased. This depends
mainly on the relative cost. It also depends on other factors such as technical consideration,
purchase policies, availability of personnel, availability of equipment, etc. Generally, during
less-busy periods; most of the parts are manufactured in the factory. However, during the
busy period, many parts are purchased from outside.

2. Determine required materials

Product-analysis is done again to find out what materials are required for production and
their quantity and quality.
 3. Fix manufacturing operations

The next step in the routing procedure is to fix (decide) the manufacturing operations and
their sequences. The detailed production procedure is then scheduled (planned). Information
required for this is derived from technical experience and by analyzing the machine capacity.

4. Determine size of batch

The number of units to be manufactured in any one lot (group or batch) should be
decided. This is done concerning customers' orders. Necessary provision should also be made
for rejections during the production process

5. Estimate margin of scrap

The amount of scrap in each lot, should be estimated. Generally, a scrap margin is
between 2% to 5% of production.

6. Analyze the production cost

Estimating the cost of manufactured goods is actually the function of costing department.
However, the routing section provides necessary data to the costing department that enables it
to analyze the production cost.

7. Prepare production control forms

Production Control forms such as Job Cards, Inspection Cards, Tool Tickets, etc. should
be prepared. These forms should contain complete information for effective routing.

8. Prepare route sheet

Route sheet is prepared on a production control form. It shows the part number,
description of the part and the materials required. It is prepared by a route clerk. Separate
route-sheet is required for each part of a customer's order.

BIL of material:
The bill-of-material BOM in the machine tool industry takes two different forms in
design and manufacturing functions: Engineering BOM E BOM , which is used by the design
engineer to represent designed product structure; and manufacturing BOM M BOM , which is
used by MRPII system for MRP explosion. The designer constructs the E BOM after the
product has been designed. Next, the E BOM is transformed into the M BOM by considering
assembly sequence and constraints. Constructing a M BOM simply involves compressing the
E BOM into a three-level M BOM. Planning of a M BOM still depends primarily on the
experience input of a manufacturing engineer and is performed manually. This trial and error
and time consuming approach creates an inconsistent method for planning the M BOM.
Therefore, in this study, a three-stage M BOM planning method is developed. Stage one
plans the initial M BOM, stage two improves the M BOM and stage three tunes the M BOM.
Concepts and algorithms of each stage are highlighted in this study. Moreover, an illustration is
presented to demonstrate the feasibility of M BOM planning

A bill of materials or product structure (sometimes bill of material, BOM or associated list) is
a list of the raw materials, sub-assemblies, intermediate assemblies, sub-components, parts and the
quantities of each needed to manufacture an end product. A BOM may be used for communication
between manufacturing partners, or confined to a single manufacturing plant. A bill of materials is
often tied to a production order whose issuance may generate reservations for components in the bill
of materials that are in stock and requisitions for components that are not in stock.

Factors affecting routing procedure

Steps in Production Planning and Control

The four stages or steps in production planning and control are:

1. Routing,
2. Scheduling,
3. Dispatching, and
4. Follow-up.

Initial two steps i.e. Routing and Scheduling, relate to production planning.Last two steps i.e.
Dispatching and Follow-up, relate to production control.Now let's continue our discussion
further to understand each step in detail.
 1. Routing

Routing is the first step in production planning and control.

Routing can be defined as the process of deciding the path (route) of work and the sequence
of operations.

Routing fixes in advance:

 The quantity and quality of the product.

 The men, machines, materials, etc. to be used.
 The type, number and sequence of manufacturing operations, and
 The place of production.

In short, routing determines ‘What’, ‘How much’, ‘With which’, ‘How’ and ‘Where’ to
produce.

Routing may be either very simple or complex. This depends upon the nature of production.
In a continuous production, it is automatic, i.e. it is very simple. However, in a job order, it is
very complex.

Routing is affected by the human factor. Therefore, it should recognize human needs, desires
and expectations. It is also affected by plant-layout, characteristics of the equipment, etc.

The main objective of routing is to determine (fix) the best and cheapest sequence of
operations and to ensure that this sequence is followed in the factory.

Routing gives a very systematic method of converting raw-materials into finished goods. It
leads to smooth and efficient work. It leads to optimum utilization of resources; namely, men,
machines, materials, etc. It leads to division of labor. It ensures a continuous flow of
materials without any backtracking. It saves time and space. It makes the work easy for the
production engineers and foremen. It has a great influence on design of factory's building and
installed machines.

So, routing is an important step in production planning and control. Production planning
starts with it.

2. Scheduling
 Scheduling is the second step in production planning and control. It comes after
routing.
 Scheduling means to:
 Fix the amount of work to do.
 Arrange the different manufacturing operations in order of priority.
 Fix the starting and completing, date and time, for each operation.
  Scheduling is also done for materials, parts, machines, etc. So, it is like a time-table of
production. It is similar to the time-table, prepared by the railways.
 Time element is given special importance in scheduling. There are different types of
schedules; namely, Master schedule, Operation schedule and Daily schedule.
 Scheduling helps to make optimum use of time. It sees that each piece of work is
started and completed at a certain predetermined time. It helps to complete the job
systematically and in time. It brings time coordination in production planning. All this
helps to deliver the goods to the customers in time. It also eliminates the idle capacity.
It keeps labor continuously employed.
 So, scheduling is an important step in production planning and control. It is essential
in a factory, where many products are produced at the same time.

3. Dispatching

Dispatching is the third step in production planning and control. It is the action, doing or
implementation stage. It comes after routing and scheduling.

Dispatching means starting the process of production. It provides the necessary authority to
start the work. It is based on route-sheets and schedule sheets.

Dispatching includes the following:

 Issue of materials, tools, fixtures, etc., which are necessary for actual production.
 Issue of orders, instructions, drawings, etc. for starting the work.
 Maintaining proper records of the starting and completing each job on time.
 Moving the work from one process to another as per the schedule.
 Starting the control procedure.
 Recording the idle time of machines.
 Dispatching may be either centralized or decentralized:
 Under centralized dispatching, orders are issued directly by a centralized authority.
 Under decentralized dispatching, orders are issued by the concerned department.

4. Follow Up

Follow-up or Expediting is the last step in production planning and control. It is a

controlling device. It is concerned with evaluation of the results.

Follow-up finds out and removes the defects, delays, limitations, bottlenecks, loopholes, etc.
in the production process. It measures the actual performance and compares it to the expected
performance. It maintains proper records of work, delays and bottlenecks. Such records are
used in future to control production.
Follow-up is performed by ‘Expediters’ or ‘Stock Chasers’.

Follow-up is necessary when production decreases even when there is proper routing and
scheduling. Production may be disturbed due to break-downs of machinery, failure of power,
shortage of materials, strikes, absenteeism, etc.

Follow-up removes these difficulties and allows a smooth production.

Scheduling

Scheduling can be defined as “prescribing of when and where each operation

necessary to manufacture the product is to be performed.” It is also defined as “establishing
of times at which to begin and complete each event or operation comprising a procedure”.
The principle aim of scheduling is to plan the sequence of work so that production can be
systematically arranged towards the end of completion of all products by due date.

Principles of Scheduling:

The principle of optimum task size: Scheduling tends to achieve maximum efficiency when
the task sizes are small, and all tasks of same order of magnitude.

Principle of optimum production plan: The planning should be such that it imposes an
equal load on all plants.

Principle of optimum sequence: Scheduling tends to achieve the maximum efficiency when
the work is planned so that work hours are normally used in the same sequence.

Inputs to Scheduling
Performance standards: The information regarding the performance standards
(standard times for operations) helps to know the capacity in order to assign required machine
hours to the facility. Units in which loading and scheduling is to be expressed. Effective
capacity of the work centre. Demand pattern and extent of flexibility to be provided for rush
orders. Overlapping of operations. Individual job schedules.

Scheduling Strategies Scheduling strategies vary widely among firms and range from ‘no
scheduling’ to very sophisticated approaches. These strategies are grouped into four classes:
Detailed scheduling: Detailed scheduling for specific jobs that are arrived from customers is
impracticable in actual manufacturing situation. Changes in orders, equipment breakdown,
and unforeseen events deviate the plans.
Cumulative scheduling: Cumulative scheduling of total work load is useful especially for
long range planning of capacity needs. This may load the current period excessively and
under load future periods. It has some means to control the jobs.
Cumulative detailed: Cumulative detailed combination is both feasible and practical
approach. If master schedule has fixed and flexible portions.
Priority decision rules: Priority decision rules are scheduling guides that are used
independently and in conjunction with one of the above strategies, i.e., first come first serve.
These are useful in reducing Work-In-Process (WIP) inventory.
Types of Scheduling
Types of scheduling can be categorized as forward scheduling and backward
scheduling.
Forward scheduling:
It is commonly used in job shops where customers place their orders on “needed as
soon as possible” basis. Forward scheduling determines start and finish times of next priority
job by assigning it the earliest available time slot and from that time, determines when the job
will be finished in that work centre. Since the job and its components start as early as
possible, they will typically be completed before they are due at the subsequent work centers
in the routing. The forward method generates in the process inventory that are needed at
subsequent work centers and higher inventory cost. Forward scheduling is simple to use and
it gets jobs done in shorter lead times, compared to backward scheduling.

Backward scheduling :
It is often used in assembly type industries and commit in advance to specific delivery
dates. Backward scheduling determines the start and finish times for waiting jobs by
assigning them to the latest available time slot that will enable each job to be completed just
when it is due, but done before. By assigning jobs as late as possible, backward scheduling
minimizes inventories since a job is not completed until it must go directly to the next work
centre on its routing. Forward and backward scheduling methods are shown in the following
figure.

Standard scheduling Methods

The scheduling methodology depends upon the type of industry, organization, product, and
level of sophistication required. They are:
Charts and boards, Priority decision rules, and Mathematical programming methods, Gantt
Charts and Boards Gantt charts and associated scheduling boards have been extensively used
scheduling devices in the past, although many of the charts are now drawn by computer. Gantt charts
are extremely easy to understand and can quickly reveal the current or planned situation to all
concerned. They are used in several forms, namely, Scheduling or progress charts, which depicts the
sequential schedule; Load charts, which show the work assigned to a group of workers or machines;
and Record a chart, which are used to record the actual operating times and delays of workers and
machines. Priority Decision Rules Priority decision rules are simplified guidelines for determining
the sequence in which jobs will be done. In some firms these rules take the place of priority planning
systems such as MRP systems. Following are some of the priority rules followed.
Mathematical Programming Methods: Scheduling is a complex resource allocation
problem. Firms process capacity, labor skills, materials and they seek to allocate their use so
as to maximize a profit or service objective, or perhaps meet a demand while minimizing
costs. The following are some of the models used in scheduling and production control.

Linear programming model: Here all the constraints and objective functions are formulated
as a linear equation and then problem is solved for optimality. Simplex method,
transportation methods and assignment method are major methods used here.

PERT/CPM network model: PERT/CPM network is the network showing the sequence of
operations for a project and the precedence relation between the activities to be completed.
Note: Scheduling is done in all the activities of an organization i.e., production, maintenance
etc. Therefore, all the methods and techniques of scheduling are used for maintenance
management.

Line Balancing:
Production Line Balancing:

Line-balancing strategy is to make production lines flexible enough to absorb external and
internal irregularities. There are two types of line balancing, which we have explained as –

 Static Balance – Refers to long-term differences in capacity over a period of several

hours or longer. Static imbalance results in underutilization of workstations, machines
and people.
 Dynamic Balance – Refers to short-term differences in capacity, like, over a period of
minutes, hours at most. Dynamic imbalance arises from product mix changes and
variations in work time unrelated to product mix.

Labour Balancing and Assignments:

Strategy of production line stability is the tendency for labour assignments to be fixed. Labor
feasibility is an important feature in the strategy of production line flexibility linked to
individual skills and capabilities –

 When one worker is having problem in performing his assigned task and experiencing
delay due to technical problem(s), other worker(s) should move into help.
 The management practice of deliberately pulling worker’s of the line when the line is
running smoothly.
 The movement of whole crews from one dedicated line to another as the model mix
changes.
 Group Technology – In which one worker can handle variety of tasks (automation) in
a single work centre.
Equipment Balancing:

While balancing equipment, attempt to ensure that each piece of equipment in the work cell
has the same amount of work. Now days every manufacturer is attempting to maximize the
utilization of all available equipments. Such high utilization is often counterproductive and
may be the wrong goal because; high utilization is usually accompanied by high inventory.

Equipment Failure:

An equipment failure is a major serious matter, with the potential to shut down a production
line. To avoid such failures one should not overload the equipments, and workers should be
trained to perform a daily machine checking (preventive maintenance) and following
standard operating procedures. The advantage for Maintenance and Engineering Department
does not lie in running late shifts, hence calculate the preventive maintenance time and
schedule the activity.

Analysis:

Analysis is generally performed by Competent Technical Staff. Begin the analysis with
division of production-line work into small tasks, determination of task time standards,
specification of required task sequencing and notation of constraints. If bottle neck task is in
the way of good balance, the Competent Technical Staff should analyze the task to reduce the
time it takes to perform.

Line Balancing Leadership:

Workmen should lead the production line balancing effort, so that they can react quickly
when line imbalances (static and dynamic) crop up as a result of changeover to make a
different item or changes in the output rate.

Conclusion:

Production-line balancing study tends to employ thought and ingenuity to change conditions.
Production-line design and operation is more art than science. Labour flexibility is the key to
effective resource management. The idea of worker’s checking and doing minor repair work
on their own equipment possibly decreases the risk of equipment failure. Selecting an
appropriate set of balancing mechanism is a part of work cell design and it must be linked
with many other decisions for the system to function well.

Aggregate planning:

Aggregate planning is to determine the planned production quantity by period to meet

forecast demand over a medium-range planning horizon. The overall objective is to allocate
all the resources in an efficient manner while satisfying the forecast demands over the
planning horizon.

Aggregate planning is usually performed in broad and general terms at the product
line (group) level. A common unit of measurement (e.g., weight, volume, labor hours) is
used to describe the output levels in a production plan.
 Aggregate planning is quite complicated with variable demand and/or supply. The
demand pattern can be altered to some degree through pricing, promotion, backlogs and
reservations, developing alternative products, and turning away customers. On the supply
side, the major variables associated with aggregate planning include inventory level, work
force size (hiring and layoff), extra shift, overtime or under-time, product mix,
temporary/part-time employees, and subcontracting.

In aggregate planning, an organization attempts to satisfy demand by manipulation of

the size and combination of the variables in control. Most organizations do not design
aggregate plans that follow very closely the ups and downs of actual demands because it is
usually too costly to vary output levels significantly from one period to the next period.

Aggregate Planning Procedure

1. Develop organizational policies regarding the use of aggregate planning
variables.
2. Establish the forecasting time period and the horizon of the aggregate plan.

3. Develop the demand forecasting system.

4. Select an appropriate unit of aggregate capacity.

5. Determine the relevant cost structures.

6. Develop an aggregate planning model.

7. Develop alternative aggregate plans and select the best plan.

Aggregate Planning Strategies

1. Pure chase strategy – match demand period by period
2. Pure level strategy – maintain a level workforce or a steady output rate
3. Hybrid (mixed) strategy – use a combination of decision variables

Aggregate Planning Methods

1. Trial-and-error method
2. Mathematical methods

Expediting:

Expediting is a concept in purchasing and project management for securing the

quality and timely delivery of goods and components. The procurement department or an
external expeditor controls the progress of manufacturing at the supplier concerning quality,
packing, conformity with standards and set timelines.

Expediting is especially needed in large scale projects, for example, when a power
plant or a refinery is erected, because of a delay caused by late delivery or inferior quality
will get very expensive and could lead to unsatisfied clients, thus the loss of a project. To
save these unnecessary costs and minimize potential risks, the supplier and customer may
agree on the use of a third party expeditor. These are experts from companies specializing in
this field who keep track of the deadlines, supervise progress on site and check whether the
components are properly packed. After inspection they notify the involved parties and banks
about their findings; if everything is as agreed the bank will initiate the transfer of the price of
the goods to the supplier. In this way, the supplier secures his liquidity as he is paid
immediately when the components leave his factory (letter of credit) and the customer/bank
knows that the goods will be delivered correctly. Expediting is relevant for many industries,
such as the oil and gas industry, the general energy industry and the infrastructure industry.

Control Aspects:
Expediting exists in several levels:
Production control: The expeditor inspects the factory whether the production is up to the
standards of the country the goods are destined for. This is especially necessary for food or
engineering equipment like power plant components. He or she controls as well whether the
regular audits for ISO 9001 etc. have been made.
Quality control: The components are tested whether they function as required and whether
they are made to the measurements and standards of the customer. A part of this quality
control can be the testing for compliance with standards of the destination country, e.g.
ASME.
Packing/transport survey: This is the lowest and most used level of expediting, as the
goods are only counted and the packing is controlled whether it will withstand the adversities
of transport (pre-shipment inspection).

Project management: At a large-scale project, not only goods are controlled. The expeditor
also keeps an eye on the deadlines and milestones of the project and whether the supplier will
be on time. This way he or she monitors the crucial procurement parts of the project.
 UNIT-V
DISPATCHING
Dispatching is the routine of setting productive activities in motion through the release of
orders and necessary instructions according to pre-planned times and sequence of operations
embodied in route sheets and loading schedules.

In other words, once a job is in an area where an operation is to be performed, it has to be

determined when and by whom the job will be processed and also the sequence of waiting
orders to be processed. The decision of assigning the various jobs to different machines and
equipment is called Dispatching.

Functions of Dispatching:
 To check the availability of input materials and ensure the movement of material from
store to first process and then from process to process.
 To ensure the availability of all production and inspection aids.
 To obtain the requisite drawings, specifications and material lists.
 To assign the work appropriate machine, workplace and men.
 The issue of job orders authorizing operations in accordance with dates and times
previously planned and entered on load charts and route sheets.
 The issue of time tickets, instruction cards and other required items to the workers
who are to perform the various activities.
 The issue of inspection orders after each operation in order to determine result
regarding the quality of products if excessive spoilage occurs, to find out its causes.
 Clean up on jobs, collection of time tickets, blueprints and instruction cards and their
return to appropriate section of production control deptt.
 To ensure that the work is forwarded to next deptt. or storeroom etc.
 To record the beginning and completion times of jobs on time tickets for calculation
of time interval. To forward time ticket to accounts deptt for preparing wages.
 To record and report idle time of men and machines and request for corrective action
required.

Dispatching Procedure:
In the decentralized dispatching, the manufacturing orders are issued in blanket way
to the Engineer/Foreman/Supervisor. He must then determine the relative sequence in which
these orders will be taken up within the department.

It is the duty of the person (may be Foreman/Supervisor) concerned to dispatch these

orders and to ensure that the required material is available at each machine and operator. In
such cases the dispatch of material must be completed in the department on or before the
prescribed date.
 Chart in Fig. illustrates the sequence of dispatching operation for intermittent
manufacturing system from the issue of manufacturing orders to the end of dispatching
operation.

From the manufacturing order list of assemblies, sub-assemblies and parts is prepared.
Route sheets are prepared for various components/parts and assemblies etc.

These route sheets indicate the input materials operation to be performed and their
sequence. Further the time allowances are entered against each operation along with the date
when it should start and finish. Along-with details of tools, jigs and fixtures required.

The blue prints supplies the limits and tolerances for the purpose of inspection. In
order to give effect to this information, required materials, tools, job orders, inspection tickets
and move orders are prepared. So all working papers should be ready a day or two before the
job should start.

These are further made available to the various persons concerned by the dispatcher.
The material, tools and jigs & fixtures will be issued to the machine operators.

Inspection shall be performed after the first operation is over and the part shall move
to next work station for second operation if it passes inspection.
 The purpose of decentralized dispatching is to minimize the duplication of postings
and elaborate reporting etc. In centralized dispatching which is applicable for continuous
manufacturing system that involves a single standardized product and no assembly,
dispatching requires that the concerned shops be informed about the decided rate of
production.

The routine of dispatching under these circumstances shall be quite different from
decentralized dispatching discussed earlier. This is called centralized control.

This system involves the dispatching orders from the central dispatching division
directly to work stations. The working capacity & other characteristics of the
machines/equipment as well as the back log and work ahead of it are known and recorded in
the central dispatch office. In this case the whole dispatching is controlled from that point.

In both types of dispatching, it is traditional for the departmental supervisor or his

clerk to keep themselves informed about the starting date and progress of each order by
means of various dispatching displays.

Meaning of Follow Up:

After the dispatching function is completed, processing of various operations has been
authorized to begin in time as planned by scheduling department, the follow up is to check
the progress of the order undertaken as it is being produced from the first operation until the
order is converted into final product. Thus it regulates the progress of material and parts
through the production processes.

Follow up is checking the manufacturing activities systematically so that production

may be carried out according to plan. It is the measurement of output against plan, analysis of
the performance for shortcomings if any and following up the management in order to apply
corrective action to prevent excessive shortfall.

Thus Progress Reporting is the function by which one can give an early warning when
the actual production deviates from planned production thus making it possible to apply
corrective action.

Follow up is the most important part of production control. This step is to ascertain
from time to time that the production operations are going on according to the plan. The
expeditor or chaser is meant for observing that anything overlooked or not properly executed
is set right.

This ensures proper coordination of production activities and plans in order to take
corrective action if necessary. Follow up functioning checks and measure the effectiveness of
previous production control functions like routing, scheduling and dispatching. Expediting is
a special form of follow up or progress reporting.
Expeditors are Used:
a. To help to eliminate particular difficulties which are throwing production off the schedule.
b. To speed up the processing of certain orders.

In short the purpose of active functions of dispatching and expediting are:

(i) To release the production orders at the appropriate time and provide the flow of necessar y
information.

(ii) To record the flow of materials and tools and make adjustment if needed.

(iii) To record progress of production activities and make necessary adjustments.

(iv) To compare and record amount of work in process with schedule.

(v) To record the amount of faulty work and rejections, issue orders for the production of
replacements.

(vi) To record the machine and manpower idleness and investigate the reasons for it.

(vii) To record the breakdowns, held up or stoppage of production activities and classify them
according to:

o Lack of instructions and blue prints etc.

o Lack of input materials and components.
o Work held up due to stoppage at previous workstations.
o Equipment break down.
o Non availability of manpower.

Functions and Purpose of Follow Up:

Its main function is to bring up together all the variables of production activities and
thus to show progress or boost production. It is the duty of follow up people to see whether
the production is being performed according to the schedule and to provide feedback on the
production data.

Follow up is done for the following purposes:

(i) Follow Up for Materials:

Logically it is the duty of the purchase department to ensure that the requisitioned
material should reach the requisitioned on or before the date of delivery to meet the
production schedule promises.

But in case of very important orders which must be met in time, the follow up section
of the production control department, takes steps for collection of the materials. In such cases
follow up is accomplished by filing one copy of the requisition slip in a daily follow up file
according to the due date the material is to be received.

(ii) Follow Up of Work in Progress:

In case of serialized production, it consists of check on the required materials for

specific process and recording the production output of the production deptt. to see whether it
is in accordance with schedule. In this case follow up is very simple and can be trusted to
daily production records as shown in Fig. 7.21.

In order to meet schedule promises, some priority may be given to the late jobs. In
case of job order manufacture, where the different products are produced at the same time,
the sequence of orders may be changed in order to meet certain specific situations.

The section in charge or production engineer should be advised by the follow-up man
regarding the best sequence in which orders should be taken up in order to provide the
completion of the assembly at proper time and place. A time record of job or order showing
the start and completion time, number of pieces produced and rejection is made.

(iii) Follow Up for Assembly and Erection:

In such situations one follow up man is given the entire responsibility. The various
parts and components being manufactured at various work stations may be temporarily stored
at those very places so that the follow up man shall release them when the rest of the
component parts forming the assembly are ready for final assembly purposes.

In case of very complex and large equipment/products, the work of installation

erection and servicing is done at purchaser’s place. The requirement will be that the follow up
man should be well acquainted with the engineering details, trouble shooting and servicing of
the equipment/machine at the consumer’s plant.

Follow up or Progress Reporting can do following tasks:

(I ) Recording of actual production.

(ii) Compare the actual production with the planned production.

(iii) Can measure the production variability.

(iv)Can report the excessive variance to the production planning department for corrective
action.

Application of computer in production planning & control

Over the last 40 years, the role of computers in the production planning process has
changed dramatically. In the 1970's, a calculator was considered a high-priced luxury item,
and business mainframe programs were stored on cards. Today, every production planner has
a personal computer with more processing capability than the mainframes of the past.
Advances in computer hardware and software have enabled production planning processes to
operate more efficiently and effectively than ever before.

Some of the areas where computers are used in business and industry are as follows:

[a] Inventory Control,

[b] Production Planning,

[c] Budgeting and Variance Analysis,

[d] Plant Capacity Utilization,

[e] Quality Control,

[f] Market Research,

[g] Purchase Accounting,

[h] Sales Accounting,

[i] Payroll Accounting,

[j] Information Management, and so.

Role of Computer:

With the expansion of business activities, the volume of business transactions has
increased. The manual method of maintaining books of accounts is found to be unmanageable
and gradually computers have replaced the manual method of accounting.And finally the
database technology has revolutionized the accounting departments of business organizations.
Computer is an electronic device that can perform a variety of operations in accordance with
a set of instructions called program.It is fast electronic data processing machine, which can
provide solutions to all complicated situations. It accepts data from the user, converts the data
into information, and provides the desired results.