Terms used in Operations, Planning and Scheduling

Operations Management
Scheduling involves developing and assigning specific dates for the start and completion of
the necessary tasks or operation in a production shop floor. The output plans indicated in
master production schedules must be translated into detailed operational schedules to be
implemented on the shop floor on a day to day basis. The operations scheduling and control
process includes activities such as priority sequencing, detailed scheduling, loading,
expediting and input/output control. The various terms used in operations planning and
scheduling are described briefly in the following paragraphs.
Loading sometimes known as shop loading or machine loading, is the assignment of jobs to
various work centers or machines for future processing, giving due consideration to the
sequence of operations as per the route sheet and the priority sequencing and machine/work
center utilization. Loading establishes the amount of load (labor hours or machine hours)
each work center or machine must carry during the future planning period (weekly or
monthly). This will result in load schedules which indicate comparison of labor and machine
hours needed to produce the master production schedules with the labor and machine hours
actually available in each planning period (week or month) in the short-term planning
horizon.
Sequencing is the process of determining the sequence of processing of all jobs at each work
center or machine. It establishes the priorities for processing the jobs which are waiting in the
queue at each work center or machine. The priority sequencing is done as per a priority
sequencing rule.
Detailed scheduling is the process of determining the start and finish times (dates) at each
work center or machine for all jobs. Detailed scheduling is possible only after loading and
sequencing. By knowing the duration of time each job takes to complete, the operation at
each work center/machine and also by knowing the due dates, the detailed schedule
indicating the start and finish dates be established.
Expediting is the special effort or action needed to keep the job moving through the
production facility on time as per the detailed schedule. Disruptions in production due to
machine/equipment break downs, non-availability of materials when needed, last-minute
priority changes due to special jobs having over-riding priorities, necessitate the expediting
action for some important jobs. This requires operations managers to deviate from the
existing plans and schedules.
Input-Output control plans and schedules call for certain levels of capacity at a work center or
machine, but actual utilization may differ from what was planned. Input-output control is a
key activity that provides detailed information about the actual utilization of a work center or
machines capacity versus the planned capacity utilization. It gives a picture if flows of
jobs between work centers. Problems such as insufficient capacity at work stations and
problems at up-streams work stations can be identified through the input-output control.
was at the presentation and the gist of what I got was that the HR roles become more of
an Organisational development role. Here are some of the points they made:

First, there are 7 questions you must ask about your current training and development
strategies.
1.How much of the soft skills learned in training is applied?
2.Of those applied, how long does it last?
3.Is the key knowledge reinforced through the employees job?
4.Is there a common denominator in all your soft skills training where all employees
can relate to each other regardless of their department or function?
5.Is your current training closely tied to your organizational vision?
6.For each person who gets training, how many others are positively affected when
they return?
7.Is the time employees spend in training recovered in productivity, innovation or less
wastage of resources?
Then you must have a common vision. This is not a management vision or even an
organizational vision. It is a vision how your organization and people can prosper by
working together and being more competent it is a vision of an ideal working
environment.
Now ask:
What is your ideal working environment?
What are the key barriers preventing this ideal working environment?
What must people Become in order to overcome these barriers?
What structures or policies are in place that are strengthening these barriers?
What are the most common complaints about the workplace (other than money)?
HR is the one who asks the questions, and sets the identifies the real direction for the
process, then coordinates and implements.

Foundation of any business

FOUNDATION OF ANY BUSINESS
In this article we are deliberating on the essentials for a strong business with an analog to
ancient scripture principles.
A strong foundation is the key to any successful business. Vision, Commitment, Purpose all
these form the basis for an organization. They are the all important pillars and the most
essential part of any building.
In his ground breaking Arthastra the ancient economist Chanakya? lists seven
pillars for an organization. The king or the leader, the minister or the manager, the country or
the market, the fortified city or the Head office, the treasury, the army or the team and the
ally meaning collaborator/consultant/business associate are the constituent elements of the
state or in the present context business organization.
Building the organization one should not forget to imbibe that vital ingredient called
values. Values are the roots from where an organization continuously gets its supply
as well as ground to build the organization.
The Leader:

All great organizations have great leaders. The leader is the visionary, the captain, the man
who guides the organization. In present corporate world he is called as the director, CEO, etc.
Without him the organization will lose direction.
The Manager:
The manager is the person who runs the show and is considered as the second in command of
an organization. He is also the person on whom the organization can depend upon in the
absence of the leader. He is the man who is always in the action. An extraordinary leader and
an efficient manager together bring into existence a remarkable organization.
The Market:
No business can exist without its market area. It is the area of operation set up for the purpose
of earning revenue. The place from where the marketer gets the revenue and cash flow. Any
marketer would like to dominate this territory and keep monopoly if not major share in this
segment.
The Head Office:
The business set up needs a control tower that is a place from where all planning and
strategies are made. Its from here that central administrative work is done. Its the
nucleus and the center of any organization.
The Treasury:
Finance is an extremely important resource. It is the backbone of any business. A strong and
well managed treasury is at the heart of any organization. The treasury is also the financial
hub.
The team:
When the army of a kingdom goes to war it needs a well equipped and trained army. The
army consists of team members who are ready to fight for the organization. The salesmen, the
accountant, the driver, the peon, all of them form the team.
The Collaborator / Business associate:
In life, one should have a friend who is identical in characteristics and mannerisms. Being in
the same boat he can identify with you and stay close. He is the one whom you can depend
upon when problems arise. After all, a friend in need is a friend in deed. In business parlance
he can be called collaborator or business associate of the company.
Look at these seven pillars. Only when these are built into firm and strong sections can the
organization shoulder any responsibility and face all challenges.