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About Authors:
Birajdar Shivprasad M.*, Mulaje S.S., Patil B.R., Sorde M.B., Dr.Bhusnure O.G.
*Maharashtra College of Pharmacy, Department of Quality Assurance, Nilanga-413521,
Dist. Latur (Maharashtra) India

Production Planning & Control is an important aspect & separate department for any production oriented pharmaceutical industry. The basic objective of the manufacturing organization is to make the products. Thus the production is the nucleus or the centre of entire business operations. It must be emphasized, however, that on signal system of forecasting, preplanning, planning and control is suited to all industrial enterprises, no matter how well it may meet the needs of this on that special company. PPC functions look after the manufacturing activities.

PPC comprises of the planning, routing, dispatching in the manufacturing processes so that the movement of material, performance of machines and operation of labour will contribute to quantity, quality, time and place. Planning and control are two basic and interrelated managerial functions. They are so interrelated that they can be and often are considered as being one function. Planning is the preparation activity while control is the post-operation function. Both of them are so closely related that they are treated as Siamese twins. Planning sets the objectives, goals, targets on the basis of available resources with their given constraints. Control is the integral part of effective planning. Similarly control involves assessment of the performance, such assessment can be made effectively only when some standard are set in advance. Planning involves setting up to such standard. The controlling is made by comparing the actual performance with these present standard and deviations are ascertained and analyzed.

Present article focuses on Challenges in Production Planning and Control, Factors Affecting Production Planning and Control, Procedure for PPC & also the Components in Production Planning and Control System.


In any manufacturing industry, production is the driving force to which most other functions react. The changing business environment in which pharmaceutical manufacturers are acting creates the need for more effective production processes planning and control methods, which are able to deal with uncertainties in internal processes and external deliveries. In this article we have briefly highlighted the challenges and factors affecting Production Planning and Control (PPC) and role of Master Production Schedule (MPS). We will begin this article with the objective of PPC.

The ultimate objective of production planning and control, like that of all other manufacturing controls, is to contribute to the profits of the enterprise. As with inventory management and control, this is accomplished by keeping the customers satisfied through the meeting of delivery schedules. Specific objectives of production planning and control are to establish routes and schedules for work that will ensure the optimum utilization of materials, workers, and machines and to provide the means for ensuring the operation of the plant in accordance with these plans.

Challenges in Production Planning and Control:
Process Planning (Routing)

The determination of where each operation on a component part, subassembly, or assembly is to be performed results in a route for the movement of a manufacturing lot through the factory. Prior determination of these routes is the job of the manufacturing engineering function.

Once the route has been established, the work required can be loaded against the selected machine or workstation. The total time required to perform the operation is computed by multiplying the unit operation times given on the standard process sheet by the number of parts to be processed. This total time is then added to the work already planned for the workstation. This is the function of loading, and it results in a tabulated list or chart showing the planned utilization of the machines or workstations in the plant.

Scheduling is the last of the planning functions. It determines when an operation is to be performed, or when work is to be completed; the difference lies in the detail of the scheduling procedure. In a centralized control situation - where all process planning, loading, and scheduling for the plant are done in a central office- the details of the schedule may specify the starting and finishing time for an operation. On the other hand, the central schedule may simply give a completion time for the work in a given department.

Combining Functions
It is desirable that a minimum changes be made after schedules are established. This objective can be approached if the amount of work scheduled for the factory or department is equal or slightly greater than the production cycle.

Authorizing the start of an operation on the shop floor is the function of dispatching. This function may be centralized or decentralized. Again using our machine-shop example, the departmental dispatcher would authorize the start of each of the three machine operations – three dispatch actions based on the foreman’s routing and scheduling of the work through his department. This is decentralized dispatching.

When jobs are started and completed on schedule, there should be very little concern about the meeting of commitments. Optimum operation of the plant is attained only if the original plan has been carefully prepared to utilize the manufacturing facilities fully and effectively.

Corrective Action
This is the keystone of any production planning and control activity. A plant in which all manufacturing activity runs on schedule in all probability is not being scheduled to its optimum productive capacity. With an optimum schedule, manufacturing delays are the rule, not the exception.

Re-planning isoften required in manufacturing operations for reasons like Changes in market conditions, manufacturing methods, etc.



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