Production control

The production control is the whole of the activities which take part in:

  • design,
  • the resource requirements planning (material, financial, or human),
  • scheduling,
  • the recording of the production activities,
  • the control of the production activities of the company.

The objective is to optimize the process of added-value by improving in a continuous way flows going of the suppliers to the customers.

The whole of these activities must be carried out in the respect of the procedures established (implicitly or explicitly) by the company and take account at the same time of the quality of its products or services, but also of the safety of its employees or his environment.

To conclude these various tasks, the companies make use of computer tools, the Production control computer-assisted with the integrated business packages: PGI or '' ERP '' while passing by the Supervision.

History

  • the system of production Ford (See Taylorism and Fordisme)

  • the Toyota system of production (See Toyotisme)
Toyota was pionnière in the development of the modern methods of production control, now gathered under the name of the flexible methods, nimble methods or, for lack of better translation of the English, “methods '' lean ''”.

Organization of the production

The organization of the production differs according to the companies and their environment, the customers, the suppliers and the products. But the objectives being similar, it is a question of producing while trying to approach the 5 zero:

  • zero stock
  • zero defect
  • zero paper
  • zero breakdown
  • zero time

The management of flows

Several types of management of flows are practiced:

  • thorough flows :
When a stage of the production of a product is finished, the product is “thorough” towards the following stage. It is the availability of the product coming from the upstream which starts the following stage of manufacture. This method of production implies the storage of the end products before their marketing. For example, the sugar industry is not main periods of harvest of the beets, which, in addition, consume their sugar once collected. It is thus necessary progressively to transform them of their availability and to store sugar, without being concerned with sales.
  • pull systems :
the release of a stage of manufacture of a product cannot be made that if there is a request by the following stage.
the method Kanban: method of management of restockings of the grocers, of which the application to the industrial production, manifestly of Japanese origin, consisting in creating a circuit of labels (kanbans), the ones accompanying the containers by the managed products, the others accumulating on a table until the release of restocking. With the method Kanban, it is the downstream (the customer) which orders the upstream (the supplier).
  • tended flows :
work in tended flow is equivalent to work with the minimum of stocks and work-in-progress. Often employed in the case of pull systems, the expression are similar to “setting on line” and can just as easily apply to thorough flows that with the pull systems.

(See also: Management of flows)

Management of the Stock S

The management styles of stocks can be classified in three main categories:

  • production on stock, starting from a threshold, or minimum quantity of restocking,
  • production right at time, standard kanban, in call by the downstream,
  • production with the request, on order

Typology of the workshops of production

There exist several types of Atelier S of production:

  • the workshop at charging stations (machines or work stations handbook) isolated, in English jobshop ; the production is discontinuous there; certain stations can be gathered in small islands. (see: Technology group)
  • the workshop has continuous flow, in English flowshop , whose stations are put in line (chain)
  • the workshop or the flexible cell, with discontinuous production, whose transfers between stations are automated.

Planning

The principal methods of planning are:

  • the method PERT: Project Technical Evaluation and Review, of project planning, initiated by the US Navy in the years 1950.
  • calculation MRP: calculation of the supplies according to the estimated needs end products (J. Orlicky, 1975).
  • method OPT: planning of the work orders in priority on the production equipments to capacity limited (E. Goldratt, 1969).

Scheduling

The scheduling is given the responsability to launch the purchase or work orders (or other following the type of value added of the company) near the service concerned, at the planned date.

Recording of the data of production

See Manufacturing execution systems

Control production

The control of the production is generally done on the plan quality and the plan cost price .

See also:

Methods and Tools

Various methods, or principles, of production control are generally formalized in the form of tools facilitating their implementation practical.

Methods

Tools

These tools are generally computerized:

See too

Related articles

External bonds

  • File IDECQ: The Total Productive Maintenance (TPM).

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