1. Dr.R.Priya
Production and Materials
Management

2. Routing
Routing is the selection of paths or routes over
which each piece is to travel in being transformed
from raw material into finished product

3. Importance of Routing
 To determine the best and cheapest sequence of operations and
to ensure that this sequence is followed.
 Determination of routes demands deliberation and concentration
of mind.
 Routing constitutes a function which can been worked out and
recorded.
 Once a good route has been worked out and recorded, it can be
used for further similar jobs.
 The degrees of detail in routing varies with the factory and the
product.
 The department in which each operation is to be performed and
the machine tool to be used in each case.
 To be successful routing, requires that the route clerk should
have a thorough knowledge of the product.
 Complete knowledge of the capacity and characteristics of every
machine and process.

4. Routing Procedure
 The finished products are analysed from the
manufacturing standpoint in order to decide how
many components can be made in the plant and
how many can be purchased from outside
sources. ( Make or Buy decision)
 Parts-list and a bill of materials are prepared
showing name of the part, quantity,material
specifications, amount of materials required etc.,
 Machines capacities, their characteristics and the
operations which must be performed at each
stage of manufacture are established and listed.

5. Preparation of route sheet
 A route sheet contains a complete description of the
item to be manufactures, the details of each operation
required in manufacturing process, the set up time
and standard operation time etc.,
 Route sheet also provides the best sequence for the
desired operations taking into consideration the
resources available. This can be done by the
sequencing, assignment, critical path etc.,
 Consideration
 The machines are to be operated at full capacity
 The product passes through those work centres which
are manned by best possible personnel.
 The route is shortest and economical
 The in-charge should be well acquainted with operations

6. Factors
 Type of Manufacture – type of production
 Characteristics of individual machines –age,
speed, capacity, tooling etc.,
 Availability of alternative routing – breakdown and
absent alternative
 Human factors – visual exactness, physical
limitations, intelligence, emotional stability etc.,

7. Scheduling

8. Definition
 Scheduling is the determination of the time that
should be required to perform each operation and
and also the time necessary to perform the entire
series as routed, making allowance for all factors
concerned.

9. Scheduling Problems
 Fluctuating demand
 Have a static production programme
 Have a fluctuating production programme
 Have acombination of two systems
 Multi-product scheduling in Batch production
 The Assignment Problem
 Scheduling orders with Random Arrivals
 Product Sequencing

10. objectives
 Maximum utilisation of the plant at minimum cost
 Ensure the requirement of Manpower is optimum
and evenly distributes
 Process up-to-date information regarding
availablity of material, expected date of delivery,
material rejection, shortage, purchase orders
cancelled, etc.,
 Update yourself with data on each machine
 Have complete information on performance
standards
 Obtain quick feedback

11. Forms of schedule
 A production flow programme
 A production master programme for integrating
work on large objects
 A cumulative output progress chart
 An outline master programme
 A schedule for breakdown of orders
 A cycle schedule
 A detailed schedule

12. Inputs of scheduling
 Performance standards
 Unit of measurement
 Effective capacity per work centre
 Extent of rush orders
 Overlapping of operations
 Individual job schedules

13. Drawing a job schedule
 The constant information is entered first in the
schedule which is followed by batch quantity.
 The variable information such as operation
number, operation description, machines and
effective capacity is entered
 The time is calculated by using the relation
 Time for an operation = Std. time/price * Batch
quantity / 60
 The length of operation run will be calculated
 Operation run = Time for operation / Effective
capacity / day
 Each operation run is shown

14. Load schedule or load chart
 The amalgamation of individual job scheduleor
load chart indicates the work to be carried out in
each section or department of the company
during the specific period.
 Load chart enable us to know the accumulated
load on each machine at a given time, and enable
us to determine the allocation of the machine for
future orders.

15. Factors influencing scheduling
 Degree of centralisation
 Relative job priority
 Items with fewest remaining operations are
scheduled first
 Delivery commitment of critical items
 Penalty clause items
 Long pending jobs
 Certain customers
 Jobs which feed more work to work centres
 Critical items holding other plants
 Jobs currently being by competitiors
 Load charts accumulation

16. Procedure for scheduling
 Preparation of individual job schedule
 Assign start and finish dates to each operation on
the job schedule
 Post of each schedule onto the load chart
 Setting delivery date for an item

17. Reducing problems
 Product simplification
 Jon enlargement programme
 Sub-contracting
 Reallocation of resources to suit work content
 Minimation of rush orders
 Creating controlled work-in-process blanks
 Reducing job split-ups
 Simplifying available resources
 Improving progress chasing

18. Despatching and follow up

19. Definition
 Despatching is the routine of setting productive
activities in motion through the release of orders
and instructions, in accordance with previously
planned time and sequence, embodied in route
sheets and schedule charts.

20. Functions
 Despatches assign work to definite machines or
work places and men in order of priority and in
proper sequence
 Issuing the required materials, tools, jigs, fixtures,
dice and gauges for various jobs etc.,
 Release of necessary order and production forms
 Guiding and controlling materials and operations
in processing
 Contacting routing and scheduling sections

21. Forms by dispatcher
 Material requisition
 Job cards
 Labour cards or wage payment cards
 Move cards
 Inspection cards
 Tool and guage tickets

22. Despatching rules
 Simple Rules
 Earliest due date
 First come first served
 Combination rules
 Minimum slack
 Critical ratio

23. Follow up
 Follow up or expediting or progressing is that
branch of production control procedure which
regulates the progress of materials and parts
through production process.

24. Qualities of a follow up person
 Tenacity
 Processed responsibility
 Product responsibility

25. Problems of follow up
 Obtaining information
 Mechanical counting
 Operator work record
 Use of job card
 Use of detachable tickets
 Problem of volume

26. Types of follow up
 Materials
 Work-in-progress
 Assembly and erection