MACHINE LOADING

Machine-load charts are prepared to assist in production scheduling as well as routing. Machine load charts show the amount of work (in terms of hours, days, or weeks) that has been assigned and scheduled to each machine. groups of identtcal machines or shop departments. They frequently employ Gantt chart to indicate graphically the volume of work ahead of machine/equipment and the amount of capacity available for processing additional work.

Loading and scheduling are designed to assist in the efficient and systematic planning of work. Loading provides a complete and correct information about the number of machines available and their operating characteristics such as speed, capacity, capability etc. This information can be used to calculate the difference between work load and actual capacity and then to determine whether customers order can be completed on due date or not.

Objectives of Loading. The following are some of the objectives of loading:

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(i) to plan new work orders on the basis of spare capacity available.

(ii) to balance the work load in a plant.

(iii) to maintain the delivery promises.

(iv) to check the feasibility of production programmes.

(v) they are also used during plant layout for balancing capacity and achieving a uniform flow of work i.e. for eliminating bottlenecks or excess capacity at specific machines and work places.

MACHINE LOADING

Machine radial drill No.9 Week Ending : May 5th Hrs.

40 ORDER

NO. PART NO. OPERATION LOT SIZE

NO. overloaded when the total amount of work assigned for a given period is more than that the machine can execute with its current capacity: Depending on bUSiness conditions, overloading can be handled by (I) re-routing work to machines that have unallocated capacity (balance capacity) (it) by operating machine overtime (iii) by subcontracting some work (iv) or by purchasing additional equipment. Underloading can be handled by : (i) acquiring more sales orders (ii) by scheduling work in anticipation of future sales or (iii) as a last resort, by selling the machine.

28.9. DISPATCHING: (RELEASE OFWORK ORDERS)

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Dispatch function executes planning function. It is concerned with getting the work started. Dispatching ensures that the plans are properly implemented. Dispatch function authorizes the workers to do the work. The information collected In scheduling and route sheet is transmitted into the orders. The prepared orders are released to the concerned departments for actual implementation. Every care is taken to issue clear cut instructions, in a simple form in written sheets which can be easily understood and correctly implemented by the concerned persons and there is no confusion.

In brief the activities of dispatching may be listed as below:

(1) Issue of Move orders. Move orders are issued to movement personnel giving instructions regarding movement of raw materials from stores to the manufacturing floor, or from machine to machine as the case may be.

(2) Issue of Tool orders. These are issued to the tool department to collect and make ready tools, jigs and fixtures in advance of the time at which the operation will commence.

(3) Issue of Job orders (job tickets). Job orders are issued to the operations or job foremen for starting the work. Job orders are prepared in accordance with dates and time previously planned and entered on the machine loading charts, route sheets and progress control sheets.

(4) Issue of Inspection orders. Inspection orders are issued to the inspection personnel giving instructions regarding Inspection centres, type of inspection required at different stages of operations, gauges to be used etc.

(5) Issue of drawings, time tickets, instruction cards and other necesslu-Y information. These are issued to the operators, so that they will carry out their work smoothly without any difficulty.

(6) Issue of store orders. These orders are issued to the store to supply the raw material against the proper authorizallon.

(7) Issue of orders to finished product stores. These orders instruct the finished product store for collccting the finished products on determined lines.

In addition to any issue of the orders mentioned above the dispatching

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function also includes the following activities:

(8) Collection of time tickets, drawings and instruction cards for all completed operations or jobs.

(9) Recording time of beginning and completing. Jobs, and calculating duration, forwarding complete records to production department and time card to pay roll department.

(10) Recording and reporting idle time of machines and operators.

Centralised ancl Decentraiised Dispatching

In a centralised dispatch system, a central dispatching department orders d'ireetly to work stations. It maintains full record of capacity of each equipment and work load against each machine. The orders are given to the .shop supervisor, who runs the machines accordingly. In most of the cases the supervisor can give suggestions as regards loading of men and machines under him.

The advantages of the centralized system are:

(I) A greater degree of overall control can be achieved.

(2) Effective co-ordination between different facilities is possible. (3) It has a greater flexibility.

(4) Progress of the orders can be readily assessed at any time because all the information is available at the central place.

(5) There is effective and better utilization of manpower and machinery.

In a decentralised system the shop supervisor performs the dispatch functions.

He decides the sequence of different orders and materials to each equipment and worker. He is required to complete the work wilhin the prescribed duration. In case he suspects delay with due reasons of the same he informs the production control department accordingly.

The advantages of the decentralized dispatching system are :

(I) Shop supervisor has a better knowledge of his shop, therefore he can allot the work to the most appropriate worker and the machine.

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(2) Elaborate reports and duplication of postings can be reduced.

(3) It is easy to solve day-to-day problems.

(4) Communication gap is reduced.