Production Control:

With controls established over administrative phases, management is in a position to consider Production Control. This major business device reduces waste in actual production time. In scheduling work, it coordinates the movement of materials with the needs of the various work centers, thus providing a smooth, steady flow.

Production control is divided into two main phases: (1) Elements of Planning, and (2) Mechanics of Control.

1. Elements of Planning
Comprehensive information is required on product analysis in order to determine what material is required. Consideration is given to the record of material, quality standards, work center capacities, operating methods and standards, and sequence of operations and scheduling. Planning also takes into consideration floor layout, transportation of material, storage and issue of material, standardization of equipment, product and operations.

2. Mechanics of Control
Through control charts, dispatching and inspection and a system of records, continuous control is exercised over the release and progress of orders, overall material movement, delays and stoppages. With these mechanisms of control properly established, a constant check is available on actual progress as compared with the planned schedule. A lag immediately shows up and the factors responsible are quickly ascertained.

Job and Methods Standardization

In top management's drive to abolish wastes, no field offers greater possibility than job and methods standardization.

Job and methods standardization is distinctly not a task for the novice. It calls for the skilled techniques of a Vicon analyst. The preliminary approach analyzes and records overall arrangements, processes, equipment and material handling from the standpoint of worker efficiency. Motion and time study is conducted of the worker's movements and methods. Consideration is given to the convenient placement of tools and parts. All of these elements are then brought together into one harmonious whole and clearly recorded in a manual.

Productivity Incentives

With a complete installation of job and methods standardization, top management has the basis for establishment of an adequate incentive plan set according to sound standards. The possibilities are so great in the reduction of waste time and the lowering of labor costs that incentives should have a place of prime importance on all top management agenda for increased profits.

Typical Situations

Let us consider the case of a certain manufacturer with 200 employees. Here were conditions typical of almost every type of manufacturing enterprise, from the small machine shop to the big shipyard. Serious bottlenecks had developed. Without regard for delivery schedule or productive limitations, one department piled up cuttings considerably in excess of the next department's capacity. With overproduction here, underproduction there, the whole operation was in utter confusion.

To bring order out of chaos, proper capacities were determined for each operation and a true balance was effected between every productive unit. Then, definite control was established over material going into manufacture and schedules were set up for all operations. A smooth flow of work resulted. Output was balanced. Rejections were reduced to a minimum.