How to Make the Right Production Planning
We are familiar with the term "production planning" in company management. Proper production planning will help companies to implement efficiency. The higher the efficiency, the greater the profit received by the company.
The opposite effect can also occur with poor production planning. Low efficiency will cause production costs to swell so that it erodes profits. It could also be that production is delayed so that product distribution to the market will be delayed. That means product sales will decline and customers can also lose confidence in the company.
The bad effect is what makes companies as much as possible to make production plans precisely. Production planning usually involves production capacity, available material stock, supporting infrastructure, operational staff, and so on.
All factors that affect production must be adjusted to the market's ability to absorb the product. Therefore, the production plan is derived from the analysis of market needs for the products produced.
Why production planning must be based on market needs analysis? The reason is market conditions that are not necessarily able to absorb the product. The gap between the production capacity and the market's ability to absorb the product is a condition that must be minimized to avoid losses.
Analysis of market needs will produce a marketing forecast that includes information regarding the calculation of material requirements, production capacity requirements, and other supporting factors.
1. Production Planning Practice
- Routing or compiling workflow
- Scheduling or scheduling
- Dispatching or transferring responsibility to operational staff
2. Tips for carrying out production planning so that it can run according to the corridor
- Ordering materials or production materials
- Equipment procurement
- Bottleneck
- Recruitment of employees and training to increase capacity
Production Planning Practice
This Information expected to produce products of the appropriate quantity and quality. We have already talked about the importance of production planning. So what is the practice like?
a. Routing or compiling a workflow
The first thing that must be done in production planning is routing. Routing can be understood as the arrangement of work paths. The form can be in the form of a product work order, a company's operational timeline, and a work operation sequence.
Routing includes important information in work paths. For example, the quantity of machines, supply of raw materials, product quality, staff and employees, production equipment, work operations, and so on. Through routing, we can find out what needs are so that the product and company work can run.
There are at least four processes in routing that are generally understood. The four processes are the determination of the product to be produced, the capacity, the method of production, and the place of production of the product itself.
Company staff must have the acumen and intelligence to examine the four processes in detail, and then adapt them to market demands in order for the product to sell. There are also those who understand routing as a detailed flow to systematically change raw materials to finished products. The conversion process must be precise and efficient so that the materials and labor used can be optimal.
b. Scheduling or scheduling
After rooting is completed, the next process is to make a scheduling or work schedule. Scheduling is done based on the results of the routing that informs the number of jobs and their sequences. If there is work to be done simultaneously, it will make a priority scale.
Which work should take precedence must be done early to avoid bottlenecks. Scheduling will take into account the start and completion time of work, as well as backup time as a measure to anticipate unexpected events.
Reserve time can be delegated on a micro basis to each work post because the workers of each post are the people who understand the real conditions of the work best. This method will help the company as a whole because the production process is more controlled and has been adapted to actual conditions.
c. Dispatching or transferring responsibility to operational staff
The third stage is dispatching or transferring work responsibilities to operational staff for routing and scheduling implementation. Responsibilities include supporting infrastructure, work process charts, instructions, explanation of responsibilities, regulations, and so on.
There are also those who attach notes or memos as additional reminders or reminders. In addition, there are also pilot projects or simulations to ensure that the work plans made can be implemented. Also included is that the results are in accordance with the targets that have been determined.
The dispatching phase also adds a control function to the execution of work. The control in question is not to regulate, but rather to supervise. When there is something outside the plan that could result in production delays or failures, the supervisor will take a firm stance to return the production process to the standards made in the planning section.
Tips for carrying out production planning so that it can run according to the corridor
Every activity carried out by the company with production planning will be carried out according to the final draft plan. However, there is one activity that is difficult to predict and is sometimes allowed to run its course.
These activities are the interaction and connectedness of different divisions. For example, discussions about material and equipment needs, human resources, employee capacity building, and so on. Interaction between people from different divisions will make the level of complexity of the relationship escalate.
To solve this problem, companies often leave it to history. The company will provide an evaluation record of the production plan, and see what problems are recorded there. Generally not far from what was mentioned in the previous paragraph.
These notes can be used as a reference for problem solving. Includes production reports relating to the period the problem occurred. We can see the dominant factor of the problem that affects production and see its solution in the following period.
If this method has not been able to find a solution, then you can do research into several other companies with similar problems.
Actually, problems need not be seen as obstacles but as challenges. Every job that is done, of course, always has problems. A problem can be a challenge that is solved and puts your company one step ahead of the competition.
This means that the problem is a challenge to pursue perfection. Troubleshooting can instead be your chance to unlock key elements in production. The benefit is to boost performance and streamline the flow of production.
Usually there are four types of major problems that can hinder the production process, the following is an explanation.
a. Ordering materials or production
materials Ordering materials or production materials requires shipping transportation. This delivery can be problematic due to unpredictable factors. For example, such as bad weather, scarcity of goods, and so on.
b. Procurement of equipment
Equipment requires a special assessment to be precise and in accordance with production needs. It may be that you have to try several tools first before finding one that fits your needs.
c. Bottleneck
Bottlenecks are bottlenecks due to overlapping production processes. The main problem is that bottlenecks usually occur in two or more production activities that are equally important. You cannot immediately eliminate one of them because the production activities are equally important. The solution is to develop a work strategy with the best chance to get optimal results.
d. Employee recruitment and training to increase capacity
Key positions or specialized positions will require quality improvement to make production results more optimal. In fact, they play an important role in daily operational activities. So we need an alternative position that can handle the job during the training.
This includes the recruitment of new employees. They need adaptation and a learning process in order to adapt to the company's work rhythm. There needs to be tolerance space and clear time limits so that the adaptation process can run smoothly.
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