1. CH-6-Production Planning
Assist Prof Banu OZKESER
November, 2015

2. A quick look to agenda
6.1. The Aim and Importance of Production Planning
6.2. Aggregate Planning
6.3. Operations Scheduling
6.4. Capacity Planning
6.5. Facility Planning
6.6. Implementation Examples from Business Life

3. 6.1. The Aim and Importance of Production Planning
Production / Manufacturing planning entails the allocation of limited resources to production activities so as to satisfy customer demand over a specified time horizon. As such, planning problems are inherently optimization problems, where the objective is to develop a plan that meets demand at minimum cost or that fills the demand that maximizes profit.
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

4. Hierarchy of production pIanning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

5. 6.2. Aggregate Planning
Aggregate planning, which might also be called macro production planning, addresses the problem of deciding how many employees the firm should retain and, for a manufacturing firm, the quantity and the mix of products to be produced.
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

6. 6.2. Aggregate Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

7. 6.2. Aggregate Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

8. 6.3. Operations Scheduling
In the production management, this technique of operations scheduling forms a very important part and acts as the back – bone for the performance of the manufacturing or the service organizations.
With the help of the operations scheduling, two very important factors or the aspects of the resources within an organization that can be pertained are as follows –
1. Allocating the resources within an organization Setting up the time – table.
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

9. 6.3. Operations Scheduling
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

10. 6.4. Capacity Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

11. 6.4. Capacity Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

12. 6.4. Capacity Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

13. 6.4. Capacity Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

14. 6.5. Facility Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

15. 6.5. Facility Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

16. 6.5. Facility Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

17. 6.5. Facility Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

18. 6.5. Facility Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

19. 6.5. Facility Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

20. 6.5. Facility Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

21. 6.5. Facility Planning
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

22. 6.6. Implementation Examples from Business Life
COCA-COLA EXAMPLE
Frank and Lillian Gilbreth used cameras to look at how body motions were used in the process of completing a job. This helped them to improve the processes and rearrange setups.
Time studies were once used to establish performance-based wage rates.

23. Questions?