UNIT-I

Definition of PPC:

It is the processes of effectively organizing, directing, planning, coordinating and

controlling the production, that is the operations of that part of an enterprise, it means to
say that PPC is responsible for the actual transformation of raw materials into finished
products.

Objectives of Production Planning and Control:

Production planning and control consists of planning production in a manufacturing
organizationbefore production activities take place and exercising control actions to ensure
that the planned production is realized in terms of quantity, quality, delivery schedule and
cost of production.
The main objectives are:
1. To attain maximum utilization of resources.
2. To produce quality products.
3. To minimize manufacturing cycle time.
4. To maintain optimum inventory levels.
5. To maintain flexibility in operations.
6. To achieve coordination between labour, machines, and other supporting departments.
7. To remove bottle-necks at all levels of production.
8. To achieve cost-reduction and cost control.
9. To prepare and maintain the production schedules.
10. To achieve the goals at minimum cost.

Limitations of Production Planning and Control:

In spite of several benefits of production planning and control, it has certain limitations.
Theseare as follows
i) Production planning and control is based upon certain assumptions or forecasts about
level of demand, availability of materials, technological progress, govt. policies etc. If these
assumptions go wrong the production planning and control function may turn out
ineffective.

Page 1 of 10
ii) It is costly and time-consuming exercise.
iii) It becomes a difficult exercise especially when external environmental factors
changes veryrapidly.
iv) The employees may resist changes when planning involves several changes.

Functions of production planning and control:

Functions of production planning and controlling is classified into:
1. Pre-planning function
2. Planning function
3. Control function

1. PRE-PLANNING FUNCTION
Pre-planning is a macro level planning and deals with analysis of data and is an outline
of theplanning policy based upon the forecasted demand, market analysis and product
design and development. This stage is concerned with process design (new processes and
developments, equipment policy and replacement and work flow (Plant layout). The pre-
planning function of PPC is concerned with decision-making with respect to methods,
machines and work flow with respect to availability, scope and capacity.
2. PLANNING FUNCTION
The planning function starts once the task to be accomplished is specified, with the analysis
of four M’s, i.e., Machines, Methods, Materials and Manpower. This is followed by process
planning (routing). Both short-term (near future) and long-term planning are
considered. Standardization, simplification of products and processes are given due
consideration.
3. CONTROL FUNCTION
Control phase is effected by dispatching, inspection and expediting materials control,

Page 2 of 10
analysis of work-in-process. Finally, evaluation makes the PPC cycle complete and
corrective actions are taken through a feedback from analysis. A good communication, and
feedback system isessential to enhance and ensure effectiveness of PPC.

1. Materials: Raw materials, finished parts and bought out components should be made
available in required quantities and at required time to ensure the correct start and end for
each operation resulting in uninterrupted production. The function includes the
specification of materials (quality and quantity) delivery dates, variety reduction
(standardization) procurement and make or buy decisions.
2. Methods: This function is concerned with the analysis of alternatives and selection of
the best method with due consideration to constraints imposed. Developing specifications
for processes isan important aspect of PPC and determination of sequence of operations.
3. Machines and equipment: This function is related with the detailed analysis of
available production facilities, equipment down time, maintenance policy procedure and
schedules.Concerned with economy of jigs and fixtures, equipment availability. Thus, the
duties include the analysis of facilities and making their availability with minimum
down time because ofbreakdowns.
4. Routing: It is concerned with selection of path or route which the raw material should
followto get transformed into finished product. The duties include:
(a) Fixation of path of travel giving due consideration to layout.
(b) Breaking down of operations to define each operation in detail.
(c) Deciding the set up time and process time for each operation.
5. Estimating: Once the overall method and sequence of operations is fixed and process
sheet for each operation is available, then the operations times are estimated. This function
is carried out using extensive analysis of operations along with methods and routing and a
standard time for operation are established using work measurement techniques.
6. Loading and scheduling: Scheduling is concerned with preparation of machine loads
and fixation of starting and completion dates for each of the operations. Machines have to
be loaded according to their capability of performing the given task and according to their
capacity.
Thus the duties include:
(a) Loading, the machines as per their capability and capacity.
(b) Determining the start and completion times for each operation.
(c) To coordinate with sales department regarding delivery schedules.
Page 3 of 10
7. Dispatching: This is the execution phase of planning. It is the process of setting
production activities in motion through release of orders and instructions. It authorizes the
start of production activities by releasing materials, components, tools, fixtures and
instruction sheets to the operator.
The activities involved are:
(a) To assign definite work to definite machines, work centres and men.
(b) To issue required materials from stores.
(c) To issue jigs, fixtures and make them available at correct point of use.
(d) Release necessary work orders, time tickets, etc., to authorise timely start of operations.
(e) To record start and finish time of each job on each machine or by each man.
8. Inspection:
Physical identification of activities in the production floor. It is a major control tool.
Though the aspects of quality control are the separate function, this is of very much
important to PPC both for the execution of the current plans and its scope for future
planning. This forms the basis for knowing the limitations with respects to methods,
processes, etc., which is very much useful for evaluation phase.
9. Expediting: This is the control tool that keeps a close observation on the progress of the
work. It is logical step after dispatching which is called ‘follow-up’. It coordinates
extensively to execute the production plan. Progressing function can be divided into three
parts, i.e., follow up of materials, follow up of work-in-process and follow up of assembly.
The duties include:
(a) Identification of bottlenecks and delays and interruptions because of which the production

schedule may be disrupted.

(b) To devise action plans (remedies) for correcting the errors.
(c) To see that production rate is in line with schedule.
10. Evaluation: This stage though neglected is a crucial to the improvement of productive
efficiency. A thorough analysis of all the factors influencing the production planning and
control helps to identify the weak spots and the corrective action with respect to pre-
planning and planning will be effected by a feedback. The success of this step depends on
the communication, data and information gathering and analysis.

Page 4 of 10
PHASES OF PRODUCTION PLANNING AND CONTROL
Production planning and control has three phases namely:
1. Planning Phase
2. Action Phase
3. Control Phase

Planning Phase
Planning is an exercise of intelligent anticipation in order to establish how an objective can
be achieved or a need fulfilled in circumstances, which are invariably restrictive.
Productionplanning determines the optimal schedule and sequence of operations economic
batch quantity, machine assignment and dispatching priorities for sequencing. It has two
categories of planning namely
1. Prior planning
2. Active planning.

Page 5 of 10
PRIOR PLANNING:
Prior planning means pre-production planning. This includes all the planning efforts,
which are taking place prior to the active planning. Modules of pre-planning The modules
of prior planning are as follows:
1. Product development and design is the process of developing a new product with all
the features, which are essential for effective use in the field, and designing it accordingly.
At the design stage, one has to take several aspects of design like, design for selling,
design formanufacturing and design for usage.
2. Forecasting is an estimate of demand, which will happen in future. Since, it is only an
estimate based on the past demand, proper care must be taken while estimating it. Given
the sales forecast, the factory capacity, the aggregate inventory levels and size of the work
force, the manager must decide at what rate of production to operate the plant over an
intermediateplanning horizon.
3. Aggregate planning aims to find out a product wise planning over the intermediate
planning horizon.
4. Material requirement planning is a technique for determining the quantity and timing
for the acquisition of dependent items needed to satisfy the master production schedule.

ACTION PHASE:
Action phase has the major step of dispatching. Dispatching is the transition from planning
phase to action phase. In this phase, the worker is ordered to start manufacturing the
product.
The tasks which are included in dispatching are job order, store issue order, tool
order, timeticket, inspection order, move order etc.
The job order number is the key item which is to be mentioned in all other
reports/orders. Job order is the official authorization to the shop floor to start
manufacturing the product.
Stores issue order gives instruction to stores to issue materials for manufacturing the
product asper product specifications.
Tool order, instruct the tool room to issue necessary tools for manufacturing the product
Time ticket is nothing but a card which is designed to note down the actual time taken at
variousprocesses.
This information is used for deciding the costs for future jobs of similar nature and
Page 6 of 10
also forperforming variance analysis, which helps to exercise control.
Inspection order for timely testing and inspection so that the amount of rework is
minimized. Move order. Instruction is given to the materials handling facilities for
major movements ofmaterials/subassemblies.

CONTROL PHASE:
The control phase has the following two major modules:
1. Progress reporting, and
2. Corrective action.
1. PROGRESS REPORTING In progress reporting, the data regarding what is happening
with the job is collected. Also, it helps to make comparison with the present level of
performance. The various data pertaining to materials rejection, process variations,
equipment failures, operator efficiency, operator absenteeism, tool life, etc., are collected
and analyzed for the purpose of progress reporting. These data are used for performing
variance analysis, which would help us to identify critical areas that deserve immediate
attention for corrective actions.
2. CORRECTIVE ACTION The tasks under corrective action primarily make provisions for
an unexpected event. Some examples of corrective actions are creating schedule flexibility,
schedule modifications, capacity modifications, make or buy decisions, expediting the work,
pre- planning, and so on. Due to unforeseen reasons such as, machine breakdown, labour
absenteeism, too much rejection due to poor material quality etc., it may not be possible to
realize the schedule as per the plan. Under such condition, it is better to reschedule the
whole product mix so that we get a clear picture of the situation to progress further. Under
such situation, it is to be re-examined for selecting appropriate course of action. Expediting
means taking action if the progress reporting indicates deviations from the originally set
targets. Pre- planning of the whole affair becomes essential in case the expediting fails to
bring the deviated plan to its right path.

Page 7 of 10
Classification of Production System
Production systems can be classified as Job Shop, Batch, Mass and Continuous
Production systems.

JOB SHOP PRODUCTION

Job shop production are characterized by manufacturing of one or few quantity of products
designed and produced as per the specification of customers within prefixed time and cost.
The distinguishing feature of this is low volume and high variety of products.

A job shop comprises of general purpose machines arranged into different departments.
Each job demands unique technological requirements, demands processing on machines in
a certain sequence.
Characteristics
The Job-shop production system is followed when there is:
1. High variety of products and low volume.
2. Use of general purpose machines and facilities.
3. Highly skilled operators who can take up each job as a challenge because of uniqueness.
4. Large inventory of materials, tools, parts.
5. Detailed planning is essential for sequencing the requirements of each product,
capacities foreach work centre and order priorities.
Advantages
Following are the advantages of job shop production:
1. Because of general purpose machines and facilities variety of products can be produced.
2. Operators will become more skilled and competent, as each job gives them
Page 8 of 10
learningopportunities.
3. Full potential of operators can be utilized.
4. Opportunity exists for creative methods and innovative ideas.
Limitations
Following are the limitations of job shop production:
1. Higher cost due to frequent set up changes.
2. Higher level of inventory at all levels and hence higher inventory cost.
3. Production planning is complicated.
4. Larger space requirements.

BATCH PRODUCTION
Batch production is defined by American Production and Inventory Control Society (APICS)
“as a form of manufacturing in which the job passes through the functional departments in
lots or batches and each lot may have a different routing.” It is characterized by the
manufacture of limited number of products produced at regular intervals and stocked
awaiting sales.
Characteristics
Batch production system is used under the following circumstances:
1. When there is shorter production runs.
2. When plant and machinery are flexible.
3. When plant and machinery set up is used for the production of item in a batch and
change ofset up is required for processing the next batch.
4. When manufacturing lead time and cost are lower as compared to job order production.
Advantages
Following are the advantages of batch production:
1. Better utilization of plant and machinery.
2. Promotes functional specialization.
3. Cost per unit is lower as compared to job order production.
4. Lower investment in plant and machinery.
5. Flexibility to accommodate and process number of products.
6. Job satisfaction exists for operators.

Page 9 of 10
Limitations
Following are the limitations of batch production:
1. Material handling is complex because of irregular and longer flows.

2. Production planning and control is complex.

3. Work in process inventory is higher compared to continuous production.

4. Higher set up costs due to frequent changes in set up.

MASS PRODUCTION
Manufacture of discrete parts or assemblies using a continuous process are called mass
production. This production system is justified by very large volume of production. The
machines are arranged in a line or product layout. Product and process standardisation
exists and all outputs follow the same path.
Characteristics
Mass production is used under the following circumstances:
1. Standardization of product and process sequence.
2. Dedicated special purpose machines having higher production capacities and output rates.
3. Large volume of products.
4. Shorter cycle time of production.
5. Lower in process inventory.
6. Perfectly balanced production lines.
7. Flow of materials, components and parts is continuous and without any back tracking.
8. Production planning and control is easy.
9. Material handling can be completely automatic.
Advantages
Following are the advantages of mass production:
1. Higher rate of production with reduced cycle time.
2. Higher capacity utilization due to line balancing.
3. Less skilled operators are required.
4. Low process inventory.
5. Manufacturing cost per unit is low.
Limitations
Following are the limitations of mass production:
Page 10 of 10
1. Breakdown of one machine will stop an entire production line.
2. Line layout needs major change with the changes in the product design.
3. High investment in production facilities.
4. The cycle time is determined by the slowest operation.

CONTINUOUS PRODUCTION
Production facilities are arranged as per the sequence of production operations from the
first operations to the finished product. The items are made to flow through the
sequence of operations through material handling devices such as conveyors, transfer
devices, etc.
Characteristics
Continuous production is used under the following circumstances:
1. Dedicated plant and equipment with zero flexibility.
2. Material handling is fully automated.
3. Process follows a predetermined sequence of operations.
4. Component materials cannot be readily identified with final product.
5. Planning and scheduling is a routine action.
Advantages
Following are the advantages of continuous production:
1. Standardization of product and process sequence.
2. Higher rate of production with reduced cycle time.
3. Higher capacity utilization due to line balancing.
4. Manpower is not required for material handling as it is completely automatic.
5. Person with limited skills can be used on the production line.
6. Unit cost is lower due to high volume of production.
Limitations
Following are the limitations of continuous production:
1. Flexibility to accommodate and process number of products does not exist.
2. Very high investment for setting flow lines.
3. Product differentiation is limited.

Page 11 of 10
Difference between continuous and intermittent systems

Continuous (flow /mass) production Intermittent (batch/job) production

1.Specific machinery 1.Generalised machinery
2.Permanent machine setup 2.Frequent changes in machine setup
3.Duplication of machines 3.Less machines required
4.Unskilled as well as small team 4.Highly skilled labour force
ofspecialized labour force
5.Mechanized material handling 5.Not feasible to employ
mechanizedhandling
6.Material handling cost is less 6.Material handling cost is higher
7.Investment in inventory is higher 7.Need for inventory is minimised
8. Few standard products in large quantities 8. Wide range of products in
smallquantities
9. Output on the basis of anticipation 9. Output according to order received
ofdemand
10.Absence of maintennce may interrupt 10.No danger of stoppage of whole line
wholeprocess
11.Controlling is simpler 11.Controlling is complex

Page 12 of 10
Page 13 of 10
Organization of a Production Planning and Control (PPC) department

The organization of a Production Planning and Control (PPC) department varies depending
on the size and complexity of the manufacturing operation. However, a well-structured PPC
department typically includes several key roles and functions, each contributing to the
overall efficiency and effectiveness of production management. Here’s a common
organizational structure for a PPC department:

1. PPC Manager/Director
Role: Oversees the entire PPC department, develops strategic plans, and ensures alignment
with organizational goals.
Responsibilities: Setting departmental goals, coordinating with other departments and
providing leadership and direction.
2. Production Planners
Role: Develop and manage detailed production plans and schedules.
Page 14 of 10
Responsibilities: Creating production schedules, forecasting demand, and ensuring that
resources are allocated efficiently.
3. Production Schedulers
Role: Focus on scheduling specific production runs and managing day-to-day production
activities.
Responsibilities: Assigning production tasks, monitoring progress, and adjusting
schedules based on real-time data and changes in demand.
4. Material Requirement Planners (MRP)
Role: Ensure that all necessary materials are available for production.
Responsibilities: Calculating material needs, managing inventory levels, and coordinating
with procurement to maintain material availability.
5. Inventory Control Specialists
Role: Manage inventory levels of raw materials, work-in-progress, and finished goods.
Responsibilities: Monitoring stock levels, conducting inventory audits, and
implementing inventory management strategies.
6. Capacity Planners
Role: Assess and manage production capacity to meet demand.
Responsibilities: Evaluating current capacity, forecasting future needs, and
recommending adjustments to production resources or processes.
7. Quality Control Coordinators
Role: Ensure that products meet quality standards throughout the
Production process.
Responsibilities: Implementing quality checks, monitoring quality metrics, and
addressing quality issues.
8. Workforce Planners
Role: Manage labor resources and ensure that staffing levels align with production needs.
Responsibilities: Scheduling shifts, managing labor costs, and coordinating with
human resources for recruitment and training.
9. Production Control Analysts
Role: Monitor production performance and manage deviations from the plan.
Responsibilities: Tracking key performance indicators (KPIs), analyzing production data,
and implementing corrective actions as needed.

Page 15 of 10
10. Workflow Coordinators
Role: Optimize the movement of materials and products through the production process.
Responsibilities: Designing efficient workflows, managing production layouts and
resolving bottlenecks.
11. Reporting and Analysis Specialists
Role: Provide insights and reports on production performance.
Responsibilities: Generating reports, analyzing performance metrics and supporting
decision-making with data-driven insights.
12. Continuous Improvement Managers
Role: Focus on improving production processes and implementing best practices.
Responsibilities: Identifying areas for improvement, implementing process changes and
fostering a culture of continuous improvement.

Supporting Roles
Administrative Support: Provides administrative assistance to the PPC team, including
managing documentation and coordinating meetings.
IT Support: Ensures that PPC systems and software are functioning properly and supports
data management needs.
Integration with Other Departments
Sales and Marketing: Coordinate with PPC to align production schedules with sales forecasts
and promotional activities.
Procurement: Work closely with procurement to ensure timely acquisition of materials.
Logistics: Collaborate with logistics to manage the movement of materials and finished
goods.

This organizational structure helps ensure that all aspects of production planning and
control are effectively managed, leading to improved production efficiency, cost control, and
overall performance.

Page 16 of 10
“The highest efficiency in production is obtained by
manufacturing the required quality of product, of required
quantity, at the required time by the best and cheapest
method.”

Hence, PPC is a tool to coordinate all manufacturing

activities in a production system.
OBJECTIVES OF PPC:
• Optimize Resource Utilization
• Ensure Timely Production
• Maintain Inventory Levels
• Improve Production Efficiency
• Minimize Production Costs
• Enhance Product Quality
• Facilitate Demand Forecasting
• Manage Workflows
• Improve Flexibility
• Coordinate Supply Chain Activities
• Monitor and Control Performance
• Support Continuous Improvement
By achieving these objectives, Production Planning and Control helps
organizations streamline their manufacturing processes, reduce costs, and
improve overall operational effectiveness.
Stages/steps in ppc

ROUTING
• Related to production planning

SEQUENCING
• Related to production planning

SCHEDULING
• Related to production control

DISPATCHING
• Related to production control

FOLLOW UP
• Related to production control
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.
• In short, routing determines ‘What’, ‘How much’, ‘With
which’, ‘How’ and ‘Where’ to produce.

Sequencing
• Defined as the order in which jobs pass through machines or
work stations for processing.
• The main aim is to find out such sequence out of the possible
sequence that will complete the work in shortest time.
• Sequencing problems becomes tedious as the number of jobs
and machines increases.
Steps /procedure of routing
Product analysis determines what to manufacture and purchase

Product analysis is done again to determine materials required for

production

Fix the maufacturing operations and their sequences

Decide the number of units to be manufactured in each

lot of production

Estimate the margin of scrap in each lot of production

Analyse the production cost

Prepare the production control forms for effective

routing Prepare a separate route sheet for each order

Scheduling
Scheduling means setting of starting and finishing dates for each
operation, assembly and the finished product.It also 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.
Dispatching
• It’s the next step after scheduling.
• Also means starting the actual production of a particular
work which has been planned in routing schedule.
• 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.
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.
Functions of ppc PPC

PLANNING
PHASE CONTROL PHASE

ACTION PHASE

ACTIVE
PRIOR PLANNING
PLANNING

PROGRESS
CORRECTIVE ACTION
REPORTING
PROCESS
PLANNING AND
ROUTING
FORECASTING EXPEDITING

MATERIAL DATA PROCESSING

CONTROL
ORDER WRITING

REPLANNING
TOOL CONTROL

PRODUCT DESIGN
DISPATCHING
LOADING

SCHEDULING
PLANNING PHASE PRIOR ACTIVE
PLANNIN PLANNIN
G G
PROCE S S
Estimation of type, quality & quantity of future FORE C ASTING PLANNING AND
work ROUTING

Giving authority to one or more person to ORDE R MATERIAL

undertake a particular job WRITING CONTROL

Collection of information
TOOL
regarding PR ODUC T C ONTROL
speifications,BOM,drawings etc DESIGN

Finding the most economical process of doing a work and deciding where and
how work will be done
LOADING

Involves determining the requirements and control of

materials Involves determining the requirements and control
SCHEDULING
of tools used
Assignment of work to manpower, machinery etc

Determines when and in what sequence the work will be carried out. It fixes
the starting as well as ending time for the job
ACTION PHASE

ACTION PHASE

It is the transition from planning

to action phase. In this phase the
worker is ordered to start the
work
DISPATCHING
CONTROL PHASE

Data regarding the job process PROGRESS CORRECTIVE

is collected REPO RTIN ACTION
G
It is interpreted with the present
level of performance DATA
PR OC E S SIN E XP E DITIN
G G
Taking action if the progress reporting
indicates the deviation of the plan
from the originally set targets
REPLANNIN
G
Re planning of the whole affair
becomes essential, in case expediting
fails to bring the deviated plan to its
actual path
Organization of a Production Planning and Control (PPC)
department
The organization of a Production Planning and Control (PPC) department varies
depending on the size and complexity of the manufacturing operation. However, a
well-structured PPC department typically includes several key roles and functions,
each contributing to the overall efficiency and effectiveness of production
management. Here’s a common organizational structure for a PPC department:

1. PPC Manager/Director
• Role: Oversees the entire PPC department, develops strategic plans, and
ensures alignment with organizational goals.
• Responsibilities: Setting departmental goals, coordinating with other
departments, and providing leadership and direction.
2. Production Planners
• Role: Develop and manage detailed production plans and schedules.
• Responsibilities: Creating production schedules, forecasting demand, and
ensuring that resources are allocated efficiently.
3. Production Schedulers
• Role: Focus on scheduling specific production runs and managing day-to-day
production activities.
• Responsibilities: Assigning production tasks, monitoring progress, and
adjusting schedules based on real-time data and changes in demand.
4. Material Requirement Planners (MRP)
• Role: Ensure that all necessary materials are available for production.
• Responsibilities: Calculating material needs, managing inventory levels, and
coordinating with procurement to maintain material availability.
5. Inventory Control Specialists
• Role: Manage inventory levels of raw materials, work-in-progress, and finished
goods.
• Responsibilities: Monitoring stock levels, conducting inventory audits, and
implementing inventory management strategies.
6. Capacity Planners
• Role: Assess and manage production capacity to meet demand.
• Responsibilities: Evaluating current capacity, forecasting future needs, and
recommending adjustments to production resources or processes.
7. Quality Control Coordinators
• Role: Ensure that products meet quality standards throughout the production
process.
• Responsibilities: Implementing quality checks, monitoring quality metrics, and
addressing quality issues.
8. Workforce Planners
• Role: Manage labor resources and ensure that staffing levels align with production
needs.
• Responsibilities: Scheduling shifts, managing labor costs, and coordinating with
human resources for recruitment and training.
9. Production Control Analysts
• Role: Monitor production performance and manage deviations from the plan.
• Responsibilities: Tracking key performance indicators (KPIs), analyzing
production data, and implementing corrective actions as needed.
10. Workflow Coordinators
• Role: Optimize the movement of materials and products through the
production process.
• Responsibilities: Designing efficient workflows, managing production layouts,
and resolving bottlenecks.
11. Reporting and Analysis Specialists
• Role: Provide insights and reports on production performance.
• Responsibilities: Generating reports, analyzing performance metrics, and
supporting decision-making with data-driven insights.
12. Continuous Improvement Managers
• Role: Focus on improving production processes and implementing best
practices.
• Responsibilities: Identifying areas for improvement, implementing process
changes, and fostering a culture of continuous improvement.
Supporting Roles
• Administrative Support: Provides administrative assistance to the
PPC team, including managing documentation and coordinating
meetings.
• IT Support: Ensures that PPC systems and software are functioning
properly and supports data management needs.
• Integration with Other Departments
• Sales and Marketing: Coordinate with PPC to align production
schedules with sales forecasts and promotional activities.
• Procurement: Work closely with procurement to ensure timely
acquisition of materials.
• Logistics: Collaborate with logistics to manage the movement of
materials and finished goods.
This organizational structure helps ensure that all aspects of
production planning and control are effectively managed, leading to
improved production efficiency, cost control, and overall performance.