It should be obvious that there is no single pattern for the organization of the production planning and control activity. In many small plants the routing, loading, and scheduling functions may well be included in the duties of the operating line; the shop manager, superintended, and foremen. But it is difficult to combine day-to-day work with adequate planning, and as a result it is often more feasible to break away the production planning and control functions and assign them to qualified specialists. These groups should be organized as staff sections normally reporting to the top manufacturing executive.
Centralized PPC
Centralization or decentralization of duties of the production control staff depends upon the design of the production planning and control system. In a completely centralized setup, determination of shipping promises; analysis of sales, stock, and shop orders; preparation of routes, load charts, and schedule charts; and dispatching of work to the shop complete with job tickets and all other necessary paper would be accomplished by a central production planning and control unit. In addition, as work is completed, a careful analysis of the actual performance would be made, and if corrective action were required, it would be initiated by this group.
Decentralized PPC
We have discussed at great length that no matter how general the planning may be in a central office, the plan must eventually be developed into a detailed plan on the shop floor. Some companies are now endeavoring to make each foreman a manager of his own departmental operation. In these cases the foreman is furnished with a complete staff for the production planning and control of the activities in the department.
- Planning Phase – We have already indicated in some details the duties involved in the production planning phase. Working from the basic data mentioned earlier, the personnel in this part of the activity routes and load and schedule charts.
- Control Phase – The completed job ticket, or its equivalent, is the key to this phase of the production planning and control system. It is the means of reporting back from the shop floor that indicates that a job is completed; or if daily job tickets are turned in, the daily progress of a job can be determined.
