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Production Planning and Control
Production Planning
and Control
A Comprehensive Approach
D.R. Kiran
Production Planning and Control
Production Planning
and Control
A Comprehensive Approach
D.R. Kiran
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About the author
Professor D. R. Kiran, B.Sc., B.E., M.Sc. (Eng.),

(Ph.D.), FIE(I), FIIIE, FIIProdE, FIIPlantE, FITTE,
FISNT, has a rich practical experience of 40 years
both in industry and academy. Starting his career in
1968 with Larsen & Toubro, he held top positions
including World Bank adviser/instructor for
Transport Managers in Tanzania, planning manager
of Rallifan (CF division), and was the principal of a
Chennai-based engineering college. He was in the
doctors’ panel for a Ph.D. student in 2008.
In recognition of his services in the field of engi-
neering education, Professor Kiran was presented with the coveted Bharat
Excellence Award and Gold Medal for Excellence in Education in New
Delhi in 2006. He is listed as an International Expert in Industrial
Engineering and Management in the International Directory of Experts and
Expertise. He is nominated for the post of Honorary Deputy Director
General in India for the International Biographical Center.
During the 1980s, he was introduced to Dr. Julius Nyerere, the then-
president of Tanzania as a pioneer of work study in that country. He was one
of a few nonpolitical foreigners to be interviewed by the government news-
paper of Tanzania.
He started his academic career in 1979 and taught subjects like produc-
tion planning and control, total quality management, professional ethics and
maintenance engineering management and at the B.E. level.
He was responsible for the establishments of many student chapters for
IIProdE and NIQR. His active participation in these activities and his experi-
ence as the planning manager of Rallifan and the National Bicycle
Company, where he was overall in charge of the production planning and
control (PP&C) department, provided him with the inspiration for planning
for a comprehensive book on production planning and control, providing
several case studies on key topics out of his rich experience. This is expected
to be of immense help to the students as well as the practicing engineers.
His career as an industrial engineer and as planning manager, heading the
function of PP&C at Rallifan and National Bicycle Co. gave him an opportu-
nity to introduce several systems and procedures in production management,
xxix
xxx About the author
and the absence of a comprehensive Indian book with case studies motivated
him to author this book, Production Planning and Control: A Comprehensive
Approach, which is his fourth textbook for engineering students.
Earlier he has authored three engineering textbooks both at BE and PG
levels, the latter two published in the United States by Elsevier and Taylor &
Francis and which were launched successfully in Boston:
ü Professional Ethics and Human Values, published by McGraw Hill
Education, India
ü Maintenance Engineering and Management: Precepts and Practices
ü Total Quality Management, Key Concepts and Case Studies
He has published over 23 papers in Indian and foreign journals as well as
in conference proceedings. He was the organizing secretary for the success-
ful 29th Production Convention of the Institution of Engineers held in
August 2014. He is widely traveled, having visited over 30 countries, and is
a philanthropist. Having taught engineering students for over 3 decades, he
demonstrated his love for the student community by donating for the annual
best student awards at IE(I), ISNT, NIQR, and at Venkateswara Vidhyalaya.
Preface
Production planning and control (PP&C) is a key industrial engineering func-

tion for the manufacturing company whatever may be the fields of operation,
embodying techniques and tools each of which could form a topic by itself.
To comprehend these techniques and topics, it is essential to have basic
knowledge of the production functions and their scope. This book is prepared
in such a manner that even those who do not have much exposure to the
function of production planning would be able to comprehend them as they
are related to industrial engineering.
PP&C function is a cross function, coordinating several specialized sub-
jects related to manufacture. While all aspects of PP&C function are dis-
cussed in this book, it would be beneficial to the students if they refer to
related subjects like quality management, operations management, mainte-
nance engineering, operations research, etc.
As the planning manager at Rallifan, heading the PP&C department, the
author had the opportunity to introduce several PP&C systems and formats,
and with that experience, he was responsible for introducing similar systems
and formats at Tanzania’s National Bicycle Company right from its project
stage. This experience has been fully utilized in this book on the basics of
production planning. With all the case studies, this book is expected to be of
immense help not only to the engineering students but also to practicing
engineers who want to develop their career on production management.
Though several books on PP&C or operations management are available,
there are very few that deal with all related aspects of PP&C, both in prac-
tice as well as prescribed in university syllabi worldwide. In view of this,
syllabi of several Indian and foreign universities on the subjects of PP&C
and operations management were referred to, and almost all the topics speci-
fied in these syllabi are included in this book, giving detailed explanations.
All these syllabi are cited as an appendix in this book.
Special importance is given to the fundamentals of statistics, so that the
reader is fully equipped to understand better the vital topic of forecasting,
which has a high bearing in statistics. Besides, exclusive chapters are
devoted on related topics like plant layout, scientific inventory control, criti-
cal path method, theory of constraints, etc. A unique feature of this book is
that two chapters are devoted to explain the fundamentals of Industry 4.0
and the Internet of things, which are the latest buzzwords reflecting
xxxi
xxxii Preface
advancement in manufacturing technology. This book is thus aptly titled

Production Planning and Control: A Comprehensive Approach.
Another feature of this book is that besides the syllabi, the university
questions from several Indian and foreign universities are compiled, classi-
fied chapter-wise, and given at the end of each chapter as criteria questions,
indicating the relevant paragraph number as a clue. This is expected to make
the book highly examination oriented for the student besides being practical
oriented to the PPC engineer.
D.R. Kiran
Acknowledgments
The author wishes to acknowledge his indebtedness to all the persons who
were associated with him during his 45-year-long industrial and academic
careers, and those who helped him in bringing this book, Production
Planning & Control: A Comprehensive Approach, to this shape. Special
acknowledgments are due to Dr. S. P. Srinivasan, head of the Mechanical
Engineering Department and the controller of examinations of Rajalakshmi
Engineering College, Chennai, for authoring the Foreword. He, being the
chair of the Chennai Chapter of Indian Institution of Industrial Engineering,
the parent body of the Industrial Engineers and PP&C Managers of India,
adds special authentication to the Foreword.
D.R. Kiran
xxxiii
Abbreviations used in the book
2M Machine-to-Machine Communication
ABC control A, B, and C category control
ALB Assembly Line Balancing
ALDEP Automated Layout Design Program
AMA American Management Association
AMQP Advanced Message Queuing Protocol
ANOVA Analysis of Variance
ARC Activity Relationship Chart
ARD Activity Relationship Diagram
ARIMA Autoregressive Integrated Moving Average
ARMA Autoregressive Moving Average
ARMAX Autoregressive Moving Average with Exogenous Inputs
ATC Average Total Cost
ATO Assemble To Order
ATP Available To Promise
ATS Assemble To Stock
B&B Branch & Bound
BCG Boston Consulting Group
BEA Break-Even Analysis
BEP Break-Even Point
BOM Bill of Materials
BTO Build to Order
BTS Build to Stock
CAD Computer-Aided Design
CAE Computer-Aided Engineering
CAM Computer-Aided Manufacturing
CAPP Computer-Aided Process Planning
CC-Link IE Cyclic Communication Link—Industrial Ethernet
CIM Computer-Integrated Manufacturing
CIPMS Computer—Integrated Production Management System
CLMRP Closed-Loop Manufacturing Resource Planning
CoAP Constrained Application Protocol
CONWIP Constant Work in Progress
CORELAP Computerized Relationship Layout Planning
COTD Customers On-Time Delivery
COVERT Cost Over Time
CPD Critical Path Drag
CPFR Collaborative Planning, Forecasting, and Replenishment
xxxv
xxxvi Abbreviations used in the book
CPM Critical Path Method

CPOF Capacity Planning Using Overall Factors
CRAFT Computerized Relative Allocation of Facilities Technique
CREW Cost Reduction Through Elimination of Waste
CRP Capacity Requirements Planning
CRS Cold Rolled Steel
DBR Drum Buffer Rope
DES Discrete Event Simulation
DFA Design for Assembly
DFR Design for Reliability
DLM Data Life Cycle Management
EDD Earliest Due Date
EOQ Economic Order Quantity
ERP Enterprise Resource Planning
ETO Engineer to Order
EVS Embedded Vision Systems
FA Fatigue Allowance
FAS Final Assembly Schedule
FCFS First Come First Served
FMEA Failure Mode and Effect Analysis
FSN Fast moving, Slow moving, or Nonmoving
GMANOVA Generalized Multivariate Analysis-of-Variance
GMDH Group Method of Data Handling
GMRAE Geometric Mean Relative Absolute Error
GOLF Government, Local or Foreign
GT Group Technology
HML High Cost, Medium Cost, and Low Cost
HRMS Human Resource Management Systems
HTTP Hypertext Transfer Protocol
IbT Intercommunication Between Things
ICAIEA - 2014 The 2nd International Conference on Advances in Industrial
Engineering Applications
IETF Internet Engineering Task Force
IIF International Institute of Forecasters
ILO International Labor Organization
IoT Internet of Things
ISF International Symposia on Forecasting
IT Information Technology
JAM Joint Allocation Method
JIS Just-in-Sequence
JIT Just-in-Time
JUSE Japanese Union of Scientists and Engineers
LATC Long-Run Average Total Cost Curve
LB Line Balancing
LCCA Least-Cost Center Analysis
LGPL GNU Lesser General Public License
LPT Longest Processing Time
Abbreviations used in the book xxxvii
LQE Linear Quadratic Estimation

LS Least Slack
LT Lead Time
LUC Least-Unit Cost
M2M Machine-to-Machine
MA Miscellaneous Allowance
MABTS Make-Assemble-Build-to-sequence
MAD Mean Absolute Deviation
MAPE Mean Absolute Percent Error
MAT Moving Annual Total
MBD Make or Buy Decision
MC Marginal Cost
MLP Material Layout Planning
MMIS Manufacturing Management Information System
MND Moving, Nonmoving, or Dead Items
MNG Moving, Nonmoving, or Ghost Items
MPS Master Production Schedule
MQTT Message Queue Telemetry Transport
MRP I Material Requirement Planning
MRP II Manufacturing Resource Planning
MSME Micro, Small, and Medium Scale Enterprises
MTO Make-to-Order
MTS Make-to-Stock
NIIR New Item Indent Request
NPC National Productivity Council, India
NPD New Product Development
O-A-A-E Observation, Analysis, Action, and Evaluation
OPC Operation Process Chart
OSCAR-DCSBC Acronym for Principles of Organization
OT Operation Technology
PBC Period Batch Control
PCB Printed Circuit Board
PCO Preferred Customer Order
P-D-C-A Plan-Do-Check-Act
PDPC Process Decision Program Chart
PED Proper Engineering Decision
PERT Program Evaluation and Review Technique
PMD Proper Management Decision
POH Projected on Hand
POQ Periodic Order Quantity
PP&C or PPC Production Planning and Control
PPB Part Period Balancing
PPL Process Planning Layout
PQRST Product, Quantity, Routing, Services, Time
PSO Particle Swarm Optimization
PSS Product Service Systems
PTS Pick-to-Sequence
xxxviii Abbreviations used in the book
RAMPS Resource Allocation and Multiple Project Schedule System

RBF Rule-Based Forecasting
RCCP Rough Cut Capacity Planning
RF Rating Factor
RFID Radio Frequency Identification
ROL Reorder Level
ROQ Reorder Quantity
SD Standard Deviation
SDE Scarce, Difficult, and Easily Available
SFC Shop Floor Control
SLP Systematic Layout Planning
SM Silver-Meal
SMAPE Symmetric Mean Absolute Percentage Error
SMED Single-Minute Exchange of Die
SOT Standard Operation Time
SPOV System for Production Order Validation
SPT Shortest Processing Time
STOMP Streaming Text-Oriented Messaging Protocol
STS Ship-to-Sequence
TCP/IP Transmission Control Protocol/Internet Protocol
TCR Total Closeness Rating
TFC Total Fixed Cost
ToC Theory of Constraints
TPM Total Productive Maintenance
TPS Toyota Production System
TSPT Truncated Shortest Processing Time
TVC Total Variable Cost
VED Vital, Essential, or Desirable
VOC Voice of Customer
VOO Voice of Organization
WAMP Web Application Messaging Protocol
XMPP IETF Constrained Application Protocol
Useful computer software
Systematic layout planning (Chapter 18)

1. Computerized Relative Allocation of Facilities Technique (CRAFT)
2. Computerized Relationship Layout Planning (CORELAP)
3. Automated Layout Design Program (ALDEP)
4. AUTO LAY 2010
5. AutoCAD Plant 3D—plant design software
6. PLANET
7. COFAD and COSFAD
8. COMP 2 and GRASP
9. CXOMPROPLAN
10. IMAGE
11. MAT
12. OFFICE
13. RMA COMP 1
14. SUMI
JIT And Kanban (Chapter 26)

1. Scrumban
Manufacturing resource planning (Chapter 31)

1. SAP ERP
2. SAP MRP
3. M1
4. Ability 585 ERP
5. Genius Manufacturing
6. SCP
7. SMARTer Manager ERP
8. IFS Manufacturing
9. De Facto ERP
10. Agni Link
11. AIMS
12. AMMO
xxxix
xl Useful computer software
13. AMAPS 1 PLUS

14. Batch Master Enterprise
15. Enterprise 21 ERP Package
16. Factory ASP
17. Factory Talk
Critical path method (Chapter 32)

1. JIRA software
2. Wrike Software
3. InMotionNow
4. Vorex projects
5. Sapenta
6. Accelo
7. NETSUITE
8. Geekbot
Computer-integrated production management systems

(Chapter 33)
1. Computer-integrated manufacturing (CIM)
2. Computer-aided design (CAD)
3. Computer-aided engineering (CAE)
4. Computer-aided manufacturing (CAM)
5. Computer-aided process planning (CAPP)
6. Dassult DELMIA
7. DELMIA Version 5
8. DELMIA Version 6
9. Dassult Solidworks Enovia
10. Preactor APS
11. Product life cycle management (PLM)
Chapter 1
Elements of production planning

and control
Chapter takeaways
After completion of this chapter the reader would be able to
1. Appreciate the role and scope of production planning and control in a successful
organization.
2. Appreciate the specific planning and control principles to be applied for long-
range and short-range plans.
3. Understand the factor contributing to the complexity of control so as to prepare
for any exigencies
4. Relate the P D C A cycle of quality control and the O A A E cycle of pro-
duction control.
5. Make further study of the references made at the end of the chapter.
1.1 Production planning and control

Production planning and control (PP&C) is the brain and the nervous system
of the production program and is responsible for ensuring the availability all
materials, part of assembly at the right time, at the right place, and in right
quantities in order to enable the progress of operations according to the pre-
determined schedules at the minimum possible costs. Nevertheless, this func-
tion forms part of the production system, and hence we must know more
about the production system. PP&C works with procurement, manufacturing,
and program management to develop plans to execute customer
requirements.
Production planning is dynamic in nature and always remains in a fluid
state, as plans may have to be changed according to changes in circum-
stances. It is mainly concerned with the following important issues:
1. What production facilities are required?
2. How should these production facilities be laid out in the space available
for production?
3. How they should they be used to produce the desired products at the
desired rate of production?
Production Planning and Control. DOI: https://doi.org/10.1016/B978-0-12-818364-9.00001-9

Copyright © 2019 BSP Books Pvt. Ltd. Published by Elsevier Inc. All rights reserved. 1
2 Production Planning and Control
1.2 Role and scope of production planning and control

G The type and complexity of the PP&C techniques vary with the type and
volume of production.
G Factories producing large volumes of standardized products need very
simple production control techniques.
G Factories producing a variety of products and product mix also need
meticulous control with complex production control techniques.
G PP&C has to ensure that all the operations are done on all components
without exception.
G PP&C must balance the extent of meticulous control against the costs.
1.3 Objectives of production planning and control

1. Minimize the idle times of men and machines.
2. Minimize inventory turnover.
3. Maximize the percentage of the commitments given to the customers.
4. Maximize the product quality and customer satisfaction.
5. Keep inventory levels low.
6. Provide long runs and low setup times.
7. Minimize bottlenecks along the production flow.
8. Plan early indents to give enough lead time for the purchase of goods at
optimal process.
1.4 Functions of production planning and control

While Fig. 1.1 illustrates the several functions of PP&C, we summarize them
as follows:
1. Aid forecasting the future for scheduling purposes.
2. Aid cost estimation for new jobs.
3. Receive orders from the marketing department.
4. Translate the schedules into manpower requirements.
5. Decide on make or buy decisions.
6. Determine the material requirements.
7. Maintain the raw material requirement.
8. Determine the machinery requirements and their special attachments, if any.
9. Determine the operations to be performed and the sequence of operations.
10. Prepare operation process charts.
11. Ensure all required equipment and material are available.
12. Plan production schedules.
13. Issue production orders.
14. Incorporate design changes to draw revised operations process charts.
15. Expedite production to ensure it follows the planned schedules.
Elements of production planning and control Chapter | 1 3
FIGURE 1.1 Several functions of PP&C. PP&C, Production planning and control.
16. Maintain progress charts and other control charts and exhibit them so
that concerned operatives can see them.
17. If the schedules get changed despite the above, revise the schedules and
report them.
18. Maintain and control the finished goods stock registers.
Fig. 1.1 illustrates the various functions involved in the manufacturing
process, each of which will be detailed in subsequent chapters.
1.5 Phases of production planning and control

While Fig. 1.1 illustrates the several functions of PP&C, these functions can
be classified into three distinct phases: preplanning, planning, and control
phases. We summarize them as follows. Fig. 1.2 illustrates these phases.
FIGURE 1.2 Summary of functions of planning and control.

1.5.1 Preplanning phase

G Market survey and forecasting
G Product design
G Product specifications
G Process design
G Plant layout
1.5.2 Planning phase

G Capacity planning
G Aggregate planning
G Material planning
G Enterprise resource planning
G Operation sequencing
G Tools planning
G Scheduling
G Loading
1.5.3 Control phase

G Dispatching
G Expediting
G Production follow-up
G Data collection and interpretation
G Progress reporting
G Replanning and modification
1.6 Functions of production planning

While the previous sections detail the overall objectives, functions, etc. of the
PP&C as a department, the basic objectives and functions of the individual
phases of the planning and control functions are detailed as follows. Production
planning can be split into six basic functions, as also illustrated by Fig. 1.1.
1. Product planning: product engineering, product design and development,
functional and technological considerations, quality considerations.
2. Forecast planning: quantity forecast, demand pattern forecast.
3. Process planning: technology selection, process selection, machine selec-
tion, tool selection, process parameter selection, operation sequencing, etc.
4. Equipment planning: types of equipment, number of equipment, machine
capacity analysis, maintenance planning.
5. Materials planning: materials specifications, material volumes, economi-
cal lot sizing, inventory planning, store planning.
6. Production planning: machine loading, operations scheduling, job
sequencing, etc.
The basic functions as explained earlier can be elaborated as follows:

1. To decide on the production volume based on sales forecasting.
2. To make or buy decided based on cost economics.
3. To decide on the operation sequence based on product specifications.
4. To determine the run quantities and number of setups with an objective
of minimizing the total work in process inventory.
5. To determine for each product:
i. the type of material to be used,
ii. the machines to be operated on, and
iii. the tools to be used.
6. To determine the right place and right time when these functions are
required.
7. To undertake steps to fulfill the production target established by master
schedule and budgets.
1.7 Definitions of production planning

Production planning incorporates a multiplicity of production elements, rang-
ing from the everyday activities of staff to the ability to realize accurate
delivery times for the customer. With an effective production planning oper-
ation at its nucleus, any form of manufacturing process has the capability to
exploit its full potential. Let us see what famous management gurus have to
say about the function of planning and production planning in particular:
Planning is deciding the best alternative among others to perform different
managerial operations in order to achieve the predetermined goals
. . .. Henri Fayol
Planning is the determination in advance of line of action by which certain

results are to be obtained
. . .. Hart
Planning is an intellectual process, the conscious determination of the course

of action, the basing the decisions on purpose, facts and considered estimates
. . .. Koontz and O’Donnell
Planning is found amentally in a mental pre-disposition to do things in orderly

way, to think before acting and to act in light of facts rather than of guesses.
. . .. Urwick
Planning is the continuous process of making present entrepreneurial decisions

systematically and with best possible knowledge of their futurity by organizing
systematically the efforts needed to carry out these decisions and measuring
the results of these decisions against the expectation through organized and
systematic feed-back.
. . .. Peter Drucker
Planning is the process of selecting and relating of facts in the visualization

and formation of proposed activities believed to be necessary to achieve the
desired results
. . .. George Terry
Production planning is the planning of production and manufacturing processes

in a company or industry. It utilizes the resource allocation of activities of employ-
ees, materials and production capacity, in order to serve different customers.
. . .. Wikipedia
Production Planning is the administrative process that takes place within a

manufacturing business and which involves making sure that sufficient raw
materials, staff and other necessary items are procured and ready to create fin-
ished products according to the schedule specified.
. . .. Business dictionary
1.8 Long-range versus short-range planning

1. Long-range planning:
a. Location of the factory/service center
b. Product development
c. Process development
d. Plant layout
e. Long-term capacity
f. Equipment planning for production
g. Materials handling
h. Supporting activities
i. Employee welfare
2. Intermediate- and short-range planning:
a. Material requirement planning
i. Purchased items
ii. Machine scheduling and loading
b. Planning of controlling systems

i. Production control
ii. Material control
iii. Quality control
iv. Labor control
v. Financial control
3. Short-range plans (detailed plans):
a. Machine loading
b. Job assignments
Theoretically, production planning encompasses all as the above factors,
and it practically refers to those involving the short-range planning, espe-
cially of machine scheduling and loading. Nevertheless, the production plan-
ner has to ensure perfect planning and control of all the other aspects to
achieve an optimal PP&C objective.
In other words, as Ray Wilde puts it,
Production planning is that determination, acquisition and arrangement of all
facilities and materials necessary for the production of the products.
1.9 Elements of production control

Despite planning to the minute details, it is not always possible to achieve
production 100% as planned. There may be innumerable factors that affect
the production system, and because of which there may be a deviation from
the actual plan. Some of the factors that affect include
1. nonavailability of materials (due to shortage, etc.);
2. plant, equipment, and machine breakdown;
3. changes in demand and rush orders;
4. absenteeism of workers; and
5. lack of coordination and communication among various functional areas
of business.
Thus production control is an essential element of PP&C. Control is a
continuous process that helps management to get the performance of each
unit or individual to correspond to the standards fixed, to detect the varia-
tions as and when they occur, and to take corrective action to prevent their
occurrence in future. In other words, it provides a categorized record of what
happens in the business process and pinpoints the reasons for their occur-
rence. It provides data that enables management to take corrective actions.
If there is a deviation between actual production and planned production,
the control function comes into action. Production control through control
mechanisms tries to take corrective action to match the planned and actual
production. Thus production control reviews the progress of the work and
takes corrective steps to ensure that programmed production takes place.
1.10 Functions of production control

1. To give directives so that the products in the factory proceed without hin-
drance and interruptions.
2. To deliver necessary orders to the workforce so that the production plans
can be carried out.
3. To make available necessary items, like the machines, materials, men,
jigs and fixtures, tools, etc., in the right time.
4. To monitor the progress so that the quality and quantity are as per the
specifications.
5. To achieve all these at optimal cost.
1.11 Definitions of production control

A better understanding of the functions of control can be understood by the
definitions put forth by several writers and management experts as follows:
The managerial function of control is the measurement and correction of the
performance of the subordinates in order to make sure that the enterprise
objectives and the devised plans are accomplished.
. . .. Koontz & O’Donnell
In an undertaking, control consists of verifying whether everything occurs in

conformity with the plans adapted, the instructions issued and principles esti-
mated. It has the far objective to point out weaknesses and errors in order to
rectify them and prevent reoccurrence. It operated on everything things,
people ad actions.
. . .. Henry Fayol
Control is exercised by means of media such as ethics, policies, organizations,

structures, supervision, systems, order costs and discipline.
. . .. Terry
Control is the process that measures current performance and guides it

towards some predetermined goals.
. . .. Joseph Massey
Control has been defined as an aspect and projection of planning. Whereas

planning sets the course, control observes deviations from the course and initi-
ates action to return it the chosen courses or to an appropriately changed one.
. . .. Mary Cushing Niles
Control is the process of taking steps to bring actual results closer together.
. . .. Philips Kotler
Management Control is the process by which a manager can assure that the
resources are obtained and used effectively in the accomplishment of the orga-
nization’s objectives.
. . .. Robert Anthony
Managerial planning seeks consistent, integrated and articulated programs,

while management control seeks to compel events to conform to the plans.
. . .. Goetz
Management control is a conscious planned, directed, coordinated, and orga-

nized process by and through which the manager ensures that the objectives,
plans and policies of the top management for the enterprise and carried out by
the people for whom he is personally responsible.
. . .. Cyril Hurdon
Controlling is the decision making and command work that related to the pre-
vention, correction and minimization of deviations from the performance level
specified in the mission and derivative plans.
. . .. Hodge & Johnson
The essence of control is the action which adjusts operations to determined

standards and its basis is the information in the hands of the manager.
. . .. Douglas Sherwin
Production control is the task of predicting, planning and scheduling work,

taking into account manpower, materials availability and other capacity
restrictions, and cost so as to achieve proper quality and quantity at the time it
is needed and then following up the schedule to see that the plan is carried
out, using whatever systems have proven satisfactory for the purpose.
. . .. American Production and Inventory Control Society
Production control provides the foundation on which most of the other con-
trols are based. It is the function of management that plans, directs, and controls
the material supply and processing activities of an enterprise, so that specified
products are produced by specified methods to meet an approved sales program.

These activities are carried out in such a manner that the labor force and capital
available are used to their best advantage. The production control has four
phases—programming, ordering, dispatching, and postoperative.
G Programming phase plans the production output of products.
G Ordering phase plans the output of components from the suppliers and
department, which is necessary to meet the program.
G Dispatching phase considers each department in turn and plans the output
from machines and work centers necessary to carry out the orders.
G Postoperative phase evaluates the progress to get feedback information
for further planning.
1.12 The essential steps in control activity

The essential steps in control activity are:
G initiation the production;
G progressing; and
G corrective action based upon the feedback and reporting back to the pro-
duction planning.
1.13 The elements of production control

1. Control of activities: This involves the release of manufacturing orders,
setting plans in motion at an assigned time by means of dispatching.
2. Control of material movements: This requires observations of items of
receipt of material from vendors of issuance to the shop and of move-
ment within the shop, all in accordance with the production plans.
3. Control of tool availability: This requires observation of the availability
of the tools specified by the production planning division in the tool crib,
as and when planned.
4. Control of due dates: This requires observation of the effect of delays or
stoppages on machine loading that may interfere with the completion of
the work assigned to the machine on the due date process. Machine load-
ing is defined as the amount of work assigned ahead to each machine. It
is sometimes wrongly called “machine burden.”
5. Control of quantity produced: This involves observation of work in pro-
cess at predetermined stages to determine if the right quantity of
acceptable work has been processed.
6. Control of replacements: This requires observation of the quantity of raw
material and of work in process that fails to pass each stage of inspection,
with provision for issuing replacements orders for such material or work.
7. Control of labor efficiency: This requires the observation and recording
of the time taken on each unit of work in process and comparison with
the time allowance as planned. It also involves a comparison of the total
man hours consumed with that planned for specified periods.
8. Control of progress of orders: This requires the observation of the prog-

ress of orders by marking off completed work on the production schedule
and the production department copy of the combined manufacturing order
and route sheet.
1.14 Factors contributing to the complexity of control

1. Number of components in the product
2. Number of operations in each component
3. Existence of dependent operations, like the rigid sequence of operations
4. Variations in the capacities of similar machines
5. Machine breakdown history
6. Degree of subassembly
7. Customer orders with specific delivery dates
8. Small lot orders
1.15 Observation analysis action evaluation cycle of control

procedure
Section 1.13 details the production control elements, and Table 1.1 details in
general the overall control phases, like observation, analysis, action, and
evaluation (O A A E), which have to be exercised in each control proce-
dure element, like the process, inventory, inspection, and cost.
1.16 Duties of a production controller

1. To draw up the detailed timetable for carrying out the various operations,
including ordering material, making or buying tools, and instituting spe-
cial training schemes.
2. To allocate particular men or machines to be put on the work.
3. To issue orders to the various people concerned: to the buyer, to get
material; to the store keep, to issue it; to the tool room, to obtain or make
and issue tools and set up machines; to operators, instructing them what
to do and when, how and where to do it; to the transport men, to move
materials when required.
4. To receive reports back from the people concerned about how the orders
have been carried out. The main purpose of these reports is to enable the
controller to satisfy himself that production is going ahead according to
plan, and if necessary, should unforeseen circumstances arise, to modify
the plans, A further function of production control is to keep load on the
shops steady and well divided, to prevent overloading, delays, overtime,
etc. The production controller is in a position to advise the production
planning about facilities available; having in mind the work already in
hand, he can also inform the sales department before deliver dates for
new job orders are agreed on in any contract.
TABLE 1.1 Elements of control procedure.
Processes Inventory Inspection Cost

Observation Compare Record of stock Process control Collect cost
output versus level and control data
time for charts
active
processes
and measure
breakdown
and idle
times for idle
processes
Analysis Compare Demand Process Compute costs
actual distribution, capabilities and and compare
progress with trends, and trends with estimates
scheduled seasonal
progress variations
Action Expedite Issue Initiate 100% Adjust sales
production and inspection and price, if
procurement adjust the possible
orders processes
Evaluation Process Replenish Reassessment of Economic
capacity and policies and specifications, evaluation
maintenance inventory process of processes;
schedules systems improvement preparing better
and inspection data for future
procedures estimates
1.17 Advantages of robust production control

G Ensures a smooth flow of all production processes.
G Ensures production cost savings, thereby improving the bottom line.
G Controls wastage of resources.
G Maintains standard of quality through the production life cycle.
1.18 Checklist of information required for production control

function
1. Product data:
a. Design
b. Specifications
c. Tolerances
d. Production process
e. Operational details
f. Details of assemblies and subassemblies
2. Bill of materials, which can be had from the R&D or product department.
3. Availability of materials as from stock register or from periodic stock
statements.
4. Standards of quality, specifications and tolerances, and drawings.
5. Type of fixtures, tools, jigs, and dimensional gauging instruments that
will be required for production.
6. Standard times for each operation on each unit as available from time
study, from operation analysis, and from technical experience.
7. Machine output or equipment capacity (at normal and peak loads): This
can be derived from the analysis of machine capacity and consists of the
units of work per hour capable of being handled by each machine or
process.
8. Actual machine and operator capacities as obtained from production
booking.
9. The economic lots of quantities for manufacture for each product.
10. Job analysis: This indicates the particulars of the work to be done, its
condition, skills needed, and personnel type needed.
11. Factors to be coordinated at each of the production stages in order to
accomplish the plan according to the time schedules.
12. Rate of output per month or per week or per day.
13. Material cost per unit.
14. Obsolescence and its rate.
15. Inventory costs and the rate of interest on invested capital.
16. Ascertainment of customers’ order in hand and the delivery dates prom-
ised for each product.
17. Quantities immediately required for delivery purposes and those
required for stock purposes.
18. Job analysis and personnel information about the labor available, the
wage rates, and output of workers.
19. Other information relating to:
a. completion time of all previous operations of part and assemblies;
b. power production and consumption internal transport and materials
handling service;
c. the actual costs of all previous performance;
d. the customers order on hand and the delivery dates promised; and
e. what immediate production is needed for customers and what for
stock purposes
It should be noted that a balanced production planning would tend to
increase the operating efficiency by stabilizing productive activities to facili-
tate selling and customer service and help in reducing the production costs.
Fig. 1.3 illustrates the flow of information among the different departments
for smooth manufacturing activities.
Information flow chart Among various departments
Design and development Industrial engineering Production planning Production Material control
Sales department
department department department department department
Monthly Fixation of
Component rawings sales forecasts stock levels
Material
Bill of materials procurement plans
Process planning Physical stock
layouts statements
Time study sheets
Standard declaration forms
Operation process charts
Componentwise
summary of BT/ST
Machinewise
summary of BT/ST
Machine capacities
Componentwise
manufacturing targets
Machine allocation
and scheduling
Job orders and
Material issues
material warrants
Daily production booking
operationwise
Daily production booking

Management reporting
operationwise
Operator efficiency
calculations
FIGURE 1.3 Information flow among the manufacturing departments.

1.19 Data versus information per http://www.diffen.com
Data Information
Meaning Data is raw, unorganized facts that When data is processed, organized,
need to be processed. Data can be structured, or presented in a given
something simple and seemingly context so as to make it useful, it is
random and useless until it is called information
organized
Etymology “Data” comes from a singular Latin “Information” is an older word that
word, datum, which originally dates back to the 1300s and has Old
meant “something given.” Its early French and Middle English origins. It
usage dates back to the 1600s. Over has always referred to “the act of
time, “data” has become the plural informing,” usually in regard to
of datum education, instruction, or other
knowledge communication
Example Each student’s test score is one piece The average score of a class or of
of data the entire school is information that
can be derived from the given data
Features 1. Data is a set of discrete, objective 1. Information is knowledge of
facts about events ideas, facts, and/or processes
2. Symbols represent information for 2. Information is meant to change
processing purposes, based on the way the receiver perceives
explicit or implicit agreements something, to have an impact on
about the meaning of the data his judgment and behavior
3. Data is factual information (as 3. Think of information as data that
measurements or statistics) used make a difference
as a basis for reasoning, 4. Information is data interpreted in
discussion, or calculation its original meaning
1.20 Data definitions per http://searchdatamanagement.

techtarget.com
1. Data is information converted into binary digital form.
2. Data life cycle management is a policy-based approach to managing the
flow of an information system’s data throughout its life cycle.
3. In computer systems, data is often distinguished from “control informa-
tion,” “control bits,” and similar terms to identify the main content of a
transmission unit.
4. In telecommunications, data sometimes means digital-encoded informa-
tion to distinguish it from analog-encoded information such as conven-
tional telephone voice calls.
5. Data transmission can be sent with intermittent connections in packets
that arrive in piecemeal fashion.
1.21 Production planning versus production control

We have discussed in detail the several complementary characteristics of the
two major functions of PP&C: production planning and production control.
TABLE 1.2 Distinction between production planning and production

control.
Production planning Production control

1. Production planning is a Production control will be in action
preproduction activity when production activity begins
2. It coordinates the production It promotes effective shop operations by
department with other departments of way of monitoring of activities within
the business the production department
3. Planning involves the collection, Control is concerned with
maintenance, and analysis of data communication of their information and
with respect to time standards, producing reports like those of output,
materials and their specifications, and productivity, rejection rate, etc.
machines and their process Control plans and organizes the control
capabilities charts, etc. needed for follow-up
4. Planning determines what and how Control is useful in determining the
much to produce, the batch quantity, delays and inefficiencies in the process
and the resources needed and also in taking corrective steps to
5. Planning is useful to anticipate the ensure that the actual performance is as
problems and in devising remedial per the planned performance
measure in case the problem arises Control is a widespread activity that
6. Planning is a centralized activity and includes functions such as dispatching,
includes functions like materials programming, and inspection
control, tool control, and process Control keeps track of the activities and
planning and control sees whether everything is going as per
7. Planning sees that all the necessary schedule or not
resources are available to make the
production at the right quality and
time
Now we see the conceptual differences between them as illustrated in

Table 1.2.
1.22 Benefits of production planning and control

1.22.1 Benefits to consumers
G Increased productivity
G Better quality standards
G Prompt deliveries
G Improved knowledge base and sharing
1.22.2 Benefits to the producer

G Adequate wages
G Job security
G Improved working conditions
G Increased satisfaction
G Increased use of best practices
G Reduced duplicative workflows
G Improved decision making
G More commonality in approaches and tools
G Optimized resources
G Improved project performance
1.22.3 Benefits to investors

G Security
G Adequate returns on investments
G Fame and popularity
G Capture of market share
1.22.4 Benefits to suppliers

G Cooperation
G Well balanced and ensured purchases
G Prompt payment
1.22.5 Benefits to community

G Stability
G Economic and social status
G Employment
G Price and satisfaction
1.22.6 Benefits to the nation

G Prosperity
G Taxes and revenue
1.23 Industrial engineering versus production planning and

control
Even though PP&C is a major and critical function of production manage-
ment, its skills are akin to industrial engineering activities, especially with
regard to creativity. In fact, industrial engineering has widened its tentacles
from its basic function of work study into several fields of management. The
industrial engineering topics covered during the Second International
Conference on Advances in Industrial Engineering Applications (ICAIEA—
2014) conducted by the Industrial Engineering Department of Anna
University January 6 8, 2014, illustrates this:
1. Applied Operations Research

2. Business Process Reengineering
3. Clean/Lean/Cellular Manufacturing
4. Customer/Supplier Relations Management
5. Design of Experiments
6. Engineering Ergonomics
7. Engineering Optimization
8. Engineering Quality Control
9. Enterprise Resource Planning
10. Facility Location and Layout Design
11. Financial Engineering
12. Health Care Systems Engineering and Management
13. Industrial Scheduling
14. Inventory and Materials Management
15. Just in Time Manufacturing
16. Knowledge Management
17. Lean Six Sigma
18. Manufacturing Systems Engineering
19. Metaheuristics
20. Operations Management
21. Physical Asset Management
22. Product Design and Development
23. Project Management
24. Reliability Engineering and Maintenance
25. Robotics. AS/RS, Factory Automation
26. Safety Engineering
27. Strategic and Operational Management
28. Supply Chain and Logistics Management
29. System Dynamics
30. Systems Modeling and Simulation
31. Taguchi Techniques
32. Total Employee Involvement
33. Total Productive Maintenance
34. Total Quality Management
35. Usability Engineering
1.24 Conclusion
For efficient, effective, and economical operation in a manufacturing unit of
an organization, it is essential to integrate the PP&C system into the overall
operation management system. The fundamentals of the PP&C activities are
detailed in this chapter, and their detailed discussions follow in the subse-
quent chapters.
Further reading
1. Proceedings of the world congress on engineering and computer science
2010.
2. http://www.tarakos.de/en/factory-planning.html.
3. http://www.productionplanning.com/Production-Planning.aspx.
4. http://www.defence.gov.au/DASP/Docs/Manuals.
5. http://www.lockheedmartin.com.
Criteria questions
(The figures in the bracket provide a clue to the answer.)
1. Define production, production planning, and PP&C. What is the scope of
PP&C in Industry? (1.1, 1.2)
2. Explain the terms planning, operations, and control. (1.1)
3. Explain in detail the various objectives of PP&C. (1.3)
4. What are the important functions of PP&C? (1.4)
5. Explain in detail the planning stage. (1.7)
6. Write about the phases of PP&C. (1.5)
7. Explain with reference to PP&C, the following: routing, scheduling, loading,
and dispatching. (1.5.2)
8. How do you think the planning phase differs from the control phase? (1.6)
9. Distinguish between long-range planning and short-range planning. (1.8)
10. Explain the production control function. (1.9, 1.10)
11. What are the basic elements of production control? (1.13)
12. Illustrate some factors that contribute to complex production control. (1.14)
13. What do you understand by O A A E cycle? (1.15)
14. What do you think are the duties of a production controller? (1.16)
15. Discuss how production planning differs from production control. (1.18)
16. What are the advantages of PP&C? (1.19)
17. In one of the industrial discussions, a progressive entrepreneur said, “I do
not use any planning and control function in my unit, but it is functioning
well.” Do you agree with his statement? If so, why? If not, why?
Chapter 2
Factory planning
Chapter takeaways
After completion of this chapter the reader would be able to
1. Appreciate, with the help of case studies, the significance of factory planning as
an initial step for all startups.
2. Appreciate several characteristics of factory planning.
3. Understand and practice several tools involved in factory planning.
4. Distinguish clearly between systems engineering and factory planning.
2.1 Factory management

According to Edward Buffa, factory management is a process of planning,
organizing, directing, and controlling the activities of the production func-
tions. It deals with decision making related to production processes so that
the resulting goods or services are produced according to specifications in
the required quantities at the scheduled times and at a minimum cost.
2.2 Factory planning

Production process is the chief function of a factory, so whatever planning is
required to be done in a factory before commencing the production is gener-
ally attributed as factory planning, as detailed next.
Factory planning is the formulation of complete plans for the creation of
goods or services. It involves the planning and determination of:
1. Location of the factory or the service center
2. Design, selection, and erection of the required machinery and equipment
3. Production processes
4. Control systems such as
G Production control
G Material control
Production Planning and Control. DOI: https://doi.org/10.1016/B978-0-12-818364-9.00002-0

Copyright © 2019 BSP Books Pvt. Ltd. Published by Elsevier Inc. All rights reserved. 21
GQuality control
GLabor control
G Financial control
5. Plant layout, which involves
G Layout plan of the production plant indicating the different sections
of the factory
G Physical arrangement of the equipment
G Storage space
G Supporting activities like maintenance, quality, and planning
G General offices
G Transport and logistic facilities
G Employee facilities.
2.3 Characteristics of factory planning

2.3.1 Forecasting
According to Fayol, plans are the synthesis of various forecasts, whether
short or long, synthetic, special or otherwise. We should adhere to prevoy-
ance, the French word meaning foresight, forethought, providence, sight, and
vision.
According to a Chinese proverb, make your plans in the spring of the day
(meaning early in the morning). In other words, plan early.
2.3.2 Definite purposes and goals

Every plan must be linked to the goals and must contribute in some positive
way. As Goetz puts it, plans can focus attention on objectives. They can
forecast which action will tend toward the ultimate objective. Managerial
planning seeks to achieve a consistent coordinated structure of operations
focusing on the desired ends.
2.3.3 An optimal choice among alternatives

The planning process starts and ends with selection among alternatives.
Absence of alternatives results in decision making under uncertainty, in
which case there is little to plan.
2.3.4 Continuous and flexible process

Planning is a continuous process. The presence of uncertainties necessitates
the planner to be alert and adapt to the changing circumstances, and the
plans should be provided with some form of flexibility. As Koontz and
O’Donnell put it, effective planning requires continual checking on events
Factory planning Chapter | 2 23
and forecasts as well as redrawing the plans to maintain a course toward

the desired goal.
2.3.5 Pervasive
Planning is done by all personnel at all levels in an organization, whatever
their field of activity may be. However the nature and the breadth of plan-
ning may vary depending upon the level at which the planning is done.
2.3.6 Interdependent and consistent

Planning is an interdependent and consistent process. The individual plans
have considerable effect on the plans made at different fields of activity and
at different levels. An optimal integration of these plans constitutes the orga-
nizational plan.
2.3.7 Time dependent

Each plan has a dimension of time, that is, it depends on the time factor as
stated earlier.
2.4 The two aspects of factory planning

During the World Congress on Engineering and Computer Science 2010,
Benjamin Hirsch and Peter Nyhuis emphasized that “In addition to the dif-
ferent planning cases (new planning, rescheduling, expansion, dismantling,
and revitalization), the discipline of factory planning is also implemented in
the several life cycle phases of a factory (factory planning, implementation,
operation, and dismantling).”
There are basically two aspects of factory planning: the planning of the
structural units and planning of the functional units. In the structural aspect,
besides location, size, and construction factors, for example, the link to trans-
portation, logistics, and traffic routes are the essential components. In the
functional aspect, the functional relationship with other connected production
facilities, employees, and resources and the engaged machinery, vehicles,
and work tools as well as aspects including security, waste disposal, and
environment protection are the major factors to be considered.
2.5 Definitions for factory planning

Factory planning is a systematic, target-oriented process for configuring a fac-
tory, from the formulation of the targets to the ramp-up of the production.
. . . The Association of German Engineers (VDI)
An extensive expansion process usually necessitates relocating, redesigning or

enlarging already existing factory or plant departments and areas. The special
challenge in this case is that ongoing production operations have to be main-
tained without any interruption. To accomplish this, we develop detailed plans
for the successive redesign stages and the order in which operations are
moved, and undertake the planning, supervision, monitoring and project man-
agement for the relocation.
. . . http://www.metroplan.com//plant_and_factory_planning.
2.6 The six stages of factory planning

1. Definition of aims, based on the conditions of the declared vision and
mission, the environment, as well as the company policy.
2. Basic evaluation phase, where all the required and available data on all
aspects of the production process are analyzed.
3. Concept planning, the creative step where the manufacturing resources,
the staff, and the space are specified and approximate layout is conceived
and developed.
4. Detailed planning, where the layout as well as all the manufacturing
resourced planned in the earlier stage are concretized, that is, a concrete
concept to ensure trouble-free production is developed.
5. Supervision and monitoring of execution, where all measures that contrib-
ute to stable running of the production on the planned performance level
are carried out.
6. The project conclusion, which includes assessment of the factory regard-
ing the targets designated beforehand plus the analysis and evaluation of
distinctive events.
2.7 Metroplan production management

Metroplan production management proposes the following to be planned in
detail for a factory planning project:
1. analysis of the actual situation and development of the planning basis;
2. structuring and dimensioning of machines, systems and equipment, and
production logistics;
3. determination of space requirements, personnel, and energy and media
requirements;
4. planning of lean production and production logistics concepts;
5. selection of production control and scheduling strategies (pull/push
principle);
6. definition of supply concepts (just in time/just in sequence, Kanban,
supermarkets);
7. layout planning for the department and site layout in the form of an
ideal layout and real layout;
8. integration planning across all subsystems and construction tasks of the
plant or factory;
9. calculation of the investment requirements; profitability and economic
feasibility study;
10. preparation of performance specifications and tender documents;
11. comparison of bids and assistance with the contract awarding process;
12. monitoring the implementation planning by suppliers and implementa-
tion companies;
13. implementation controlling for machinery and equipment, construction
and building engineering; and
14. planning, monitoring, and controlling of factory/plant relocations and
moves.
2.8 Management objectives for factory planning

1. Production objectives
a. Lower labor costs, both direct and indirect
b. Reduction in work stoppages and downtime
c. Reduction of the processing time (the elapsed time between receipt of
raw materials and flow of finished goods to the stores)
d. Effective utilization of the available resources
e. Reduction of inventory of the raw materials, supplies, work in prog-
ress, and finished goods
f. Greater production capacity with least additional investment on facili-
ties such as equipment, space, and labor
g. Simplification of the production and material control problems and
bottlenecks
h. Increased flexibility in the output in terms of volume and varieties
i. Lower materials handling and storage costs
j. Lower plant maintenance and engineering costs
k. Provision for future expansion or layout changes with minimum cost
and least interruption to production
2. Labor objectives
a. Better morale and lower employee turnover
b. Provision of all employee facilities
c. Reduction of employment and training costs
3. Market objectives
a. Faster services to customers
b. High customer loyalty and low customer attrition
c. Adherence to commitments and delivery dates
d. Availability of all required finished goods with least inventories
e. Quickest communication from sales to production shops
TABLE 2.1 Systems engineering versus factory planning.
Systems engineering Factory planning

1 Focuses on how a complex project Focuses on how a factory should be
should be designed planned
2 Is an interdisciplinary field Has different subdomains, such as
building, media, and manufacturing
system, which need to contribute to the
factory planning project
3 Has issues, such as coordination of Has the role as organizer between
different teams different domains, such as production
investment and process planning, and
within domains, such as building
4 Deals with work processes and tools Deals with work processes and tools
for factory planning
5 Has a holistic and system life cycle Has a holistic view, dealing with needs
view and requirements from an early stage to
a realized optimized factory
6 Usually needs to be represented in Needs information representation and
different models to be better management during the whole life
understood, due to its complexity cycle stage of the factory to be
represented in different models for a
better and easier understanding and
reuse
2.9 Systems engineering and factory planning

To understand more about information management in the domain of factory
planning on a general level, it is essential to mention the concept of systems
engineering. Systems engineering is an interdisciplinary field of engineering
that focuses on how to design and manage complex engineering systems
over their life cycles. In this context, we can say that factory planning is a
specific domain of system engineering. In Table 2.1 some examples of simi-
larity between systems engineering and factory planning are given.
Case study
A small unit undertaking the servicing and repair work on screw jockeys belong-
ing to their clients decided to manufacture these items themselves and engaged a
consultant to advise them on the various procedures and processes that should be
developed for the manufacture of screw jockeys as a medium-sized industry. The
following details illustrate several requirements of a medium scale industry
manufacturing screw jockeys as proposed and developed by the consultant.
(Continued )
(Continued)
1. National Small Industries Corporation (NSIC) and Small Industries Development
Corporations (SIDCO) applications
2. Organizational planning
3. Selection and recruitment of personnel
4. Counseling in labor management relations
5. Plant layout for the factory
a. In the existing factory
b. In the new building (600 3 400 shed) to be allotted by SIDCO
6. Project planning and execution by program evaluation review technique for
the new factory up to pilot production
7. Process planning for each of the 10 products, each with about four sizes
8. Design of operations
9. Machinery selection
10. Routing
11. Preparation of operation process charts
12. Preparation of process planning layouts
13. Setting up of quality standards
14. Design of gauges
15. Selection and specification of standard tooling
16. Design of jigs and special tooling
17. Establishment of production procedure and production planning and control
systems and formats
18. Setting up of stores and inventory control systems, including fixation of stock
levels
19. Value analysis and methods improvement studies on the existing processes
20. Setting up of standard times of all operations and production targets
21. Systems manual for the whole organization
2.10 Conclusion
Factory and production planning form an integral part of a company’s added
value process. If a company wants to stay ahead of the competition, its facto-
ries and production facilities should be well planned to operate at maximum
technical, logistical, and organizational performance levels. This fact is
emphasized in this chapter along with case studies to illustrate the signifi-
cance of factory planning as an initial step for all startups.
Further reading
1. Proceedings of the World Congress on Engineering and Computer
Science, Chennai, India, 2010.
2. Consultancy Project Report by the author to M/s Vanjax, an Indian
Startup Company Based in Chennai, India, 1986.
Criteria questions
(The figures in the bracket provide a clue to the answer.)
1. What is the context of factory planning? (2.2)
2. What are the activities in the context of factory planning? (2.3)
3. Discuss the six stages of factory planning. (2.6)
4. What is the information needed in the activities? Which data and what repre-
sentation is required for this information? (2.8)
5. How should factory planning data be represented, applied, managed, and
exchanged? (2.9)
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omdat ie moest spreken, door Satan bewogen. In haar klein-dwazen
maar fel-blinden geloofshaat, opgehitst door biechtvader en d’r
moeder, was uitgemaakt, vast, dat Wimpie behekst werd door Kees.
Daar boven uit nog zag zij, dat Wimpie worstelde tegen die
beheksing. Zoo leed ze dubbel. Wat echt-innig leefde in Wimpie,
voelde zij áán als vreeselijk gemartel. Trok ie Kees voor, dan zei ze
in zich zelf: arme stumper nou sit de duufel weer op se lijfie, nou is ie
behekst.… Nou mot ie dinge segge, die ie heelegoar nie wil
segge.… wat ’n gemartel.—En zoenend zei ze ’m dan: stil moar
jonge, ikke wêe wel da je’t mot zegge.… dat de duufel je weer te
pakke hep.… Dan huilde Wimpie verschrikkelijk, hartverscheurend
en stamelde, dat ’t niet waar was.… dat ie van voader soo veul
hield.… En weer zoende Ant hem ’r dwars tegen in, opgewarmd nog
door d’r moeder.… ja jonge da wee ’k wel.… seg moar da je ’t
meent.… je mó’t segge.… ik weut wel.… main jongelief, main
skat.… onse Heer sel je t’met wel verlosse van die duufel.… [132]
Vol van ingelepelde gebeden, vroom en kinderlijk, soms wèg in

godsdienstige zielsverrukking, viel Wimpie half in zwijm, begreep ie
z’n moeder niet meer, bleef ie stil zitten zonder woord. Zoo was
helsch, bij elkaar komen van Kees en Ant door Wimpie, onmogelijk
geworden, omdat zij wel voelde dat Kees van Wim hield, maar vast
wist, Wim niet van z’n vader, dien vuilen ketter en godskimper; vast
wist dat ie behekst praatte. Zoo was ze ook nu weer naar achterend
gehold, nog vol haat en woede, en toch met bang meelij voor
Wimpie, die nu weer niet goed begreep, wat ze wou, z’n moeder.
Dientje en Jansje zaten in ’t achterend, op ’n rot toonbankje. Met

gilstem krijschte Ant naar ze toe:
—Paa’s op f’r je foar.… hai hep main en-wille f’rmoorde.. hai hep
main en wille f’rmoorde.… t’met snait ie jullie allegoar an rieme.…
die skafuit.… die godskimper.… die ketter.… Op ’t erf hollend, schold
ze door nog, naar binnen, tegen de kinders, die van de bank
gesprongen waren.
Kees zat naast Wimpie, z’n vuile reuzehand over ’t doodskopje te

strijken, zoo zacht, dat ie ’t hoofdje bijna niet raakte, niks zeggend.
En Wimpie, lag stil met smartgroeven om z’n breeën mond, waarom
iets lachen wilde maar niet kon. En over-wijs, als van bijna dood
kind, staarden z’n oogen, groot in den schemerhoek.
De ouë Rams had zich niet verroerd. Sneller alleen sisten door de
stilte, pruimstraaltjes tegen gloeienden konkelpot op, en grom-zwaar,
strompelde van z’n lippen:
—Swaineboel.… swaineboel.
Vroeger had ie veel kranten ingekeken, maar, oproerige kerel als

Rams geweest was, hadden de geestelijken ’m verboden te lezen.
Nou, op ouën dag versuft, mocht ie alleen nog doorzien roomsch
advertentieblaadje uit de streek. Ouë Rams had gehoorzaamd, eerst
grimmig, later al toeschietelijker, gromde ie alleen nog maar, zonder
nader te zeggen wie en wat ie bedoelde: swaineboel.… swaineboel.
[133]
[Inhoud]
II.
Om twaalf uur luidde in vromen galm, Engel des Heeren. Wim sloeg
’n kruisje. Met beverig schrikstemmetje nog, zette hij plots in, toch
plechtig z’n toon:
—De Engel des Heere hep an minse geboodskapt.… en sai hep

ontvange van de hailige geest.…
Ant was strak naar z’n bed geloopen en met ’n wenk aan de kinders
zette ze mee in, zangerig-plechtig, ’n wees-gegroet, in extatische
bidhouding.
Even stem-stilte, en zacht uit ’t half donkere hoekje, vibreerde

Wimpie weer:
—Sien de dienstmoagde des Heere, main geskiede noar u woord.…

—Wees gegroet, dreunde weer in, Maria vol genoàde.… de Heer is
mit u.…
Zacht even weer bidstilte en Wimpie weer vooruitschietend:
—En ’t woord is vleesch geworde—en ’t hep onder ons gewoond.…
—Wees gegroet, plechtigden weer in psalmdeun de

kinderstemmetjes, met Ant er boven uit, schel:
—Bid f’r ons hailige moeder Gods, op da wai de belofte van Kristus
woardig worde.
Alle sloegen, in ooge-dichte strakheid, ’n kruis, murmelden zacht iets

nà.
Met rooie huiloogen nog, mond, stijf-nijdig dicht weer, begon Ant op
klein vuil vierkante tafel, naar ’t raam geschoven, ’n paar borden,
dof-bonsend van barsten, neer te rammelen. Geen woord had ze
meer gezegd nà kijfpartij. Onrustig stommelde ’t steenen geluid door
de gezonken ruziestilte. Door Dien en Jans was nog wat
eigengemaakt brood, groenige schimmelkorstjes en vuile bonkjes
deeg, bijeengesnord en tusschen smerige plasjes, op tafel
uitgegooid.
De ijzeren pot met gebedelde en gekregen krieltjes was

aangesjouwd van de schouw, met ’n vuil pannetje nattige rijst. Ouë
[134]Rams sjokkerde z’n stoel, zonder uit zitstand te buigen,
langzaam naar tafeltje, met z’n rug, haard-hitte onderscheppend.
De kinders hielpen elkaar één-voor-één op ’n oud-brok

waschstelling. Dien en Jans wiebelden wippig op ’n plank, over ’n
paar onttakelde stoelen gelegd. En naaktbeenig, morsig stelletje van
twee, drie en vier jaar, krullebolden aschblondig, rood-sproetig, met
hun gore snuitjes naast elkaar, in gulzige eetloering. Ant, op laag
krukje, verzakt tegen tafelrand, keek dreigend naar de kinders, die
wachtten, gulzig wachtten, opgedrongen in eng ruimtetje. Dien van
negen, paste op Jans van acht; Jans op Annie van zeven. Maar
Grietje van zes wilde niet, dat Annie van zeven op d’r paste. Die
voelde zich te slim. Met Dien van negen moest zij de kinderzorg
deelen. De kleintjes kregen ’n bonk deeg en beschimmelde korst
ieder, in ’n hoopje op naakte tafel vóór zich, met wat groen-glazige
krieltjes, die Ant uit de pot naar hen toerolde. Dien aan ’t hoekje,
stilde stemmenruzie tusschen drie kleintjes, deelde moederlijk
broodhomp, met inspanning van magere handjes afbrokkelend, wat
krieltjes en gekookte aardappelschillen, gedoopt in ranzige olie. En
allen ooge-gulzigden, met vertrokken mondjes, zonder aan maaltje
te raken. Voor Wimpie alleen was er altijd wat extra. Voor hèm werd
uitgezuinigd door Ant, maar hij at ’t minst. Dokter Troost had gezegd,
dat ie vleesch, heel veel vleesch, melk en eieren moest hebben.
Anders zou ie kraken. Maar koemelk kon Wim niet doorkrijgen. Toen
had Kees ergens ’n klein geitje weten los te krijgen voor ’n paar
centen. Dàt had ie opgefokt en ’n paar kippetjes. Nou had Wimpie
ten minste altijd wàt. Van afval en wandelingen op buur-erfjes vraten
de kippen; van schillen, gras en groentebrokken gulzigde ’t geitje.
Dá’ gong.… dá’ gong, vredigde Kees. En als ’t erg benauwd was,
toch nog altijd wat reuzel en ’n kaantje spek voor Wimpie.…
Ouë Rams begon, kromgebukt met z’n handen in de natte rijst en

krieltjes te grijpen, slangde een dik straaltje olie uit oorloos grove,
steenpuisterige ronde kom, er overheen. Kees schudde uit den pot
z’n bord vol, perste met handeplat de aardappels [135]fijn door de
bewaterde, half rauwe rijstkorrels, bezaaide de groenige krieltjespap
zwart, met gemeene peper.… Want soo.… neenet.… da gong nie.…
da kan nie bokkeme!.. da’ zoetige flauwe goedje.… Nou bràndde er
nog wat op z’n tong. Met z’n handen grabbelde ie in z’n bord, zich
haastig den mond volproppend, in afsluiting van licht-rochelende
ademhaalgeluidjes. Ant was ’n paar maal weer opgestaan. Plots
baste haar huilerige stem uit naar hongerige, gedresseerde
kinderstoetje:
—Nie te veul d’r afbreke Dién.… d’r mó’ f’r f’noàf’nd blaive.…
Kinders schokten van schrik. Als d’r nou maar gebeden kon worden,
gulzigden hun hongeroogen. Plots gaf moeder, na plechtig ’n kruisje
geslagen te hebben, dat de kinders extatischstrak, in licht
lipgemurmel, op hun lijfjes natrokken,—àchteruit naar bedje van
Wimpie, met stroef gezicht, ’n vroom-stillen wenk, en heilig-rustig,
klankte òp uit schemer-hoekje, zangerig z’n kinderstemmetje:
—Onse foader die in de hemele sait.… g’hailigt sai uufe noam.…

loat toekomme U raik.… U wil geskiede op oarde aa’s in de
hemel.…,—waar schel, in stemgedrang op inviel hongerend stoetje
met krasgeluid van Ant er boven uit:
—Gaif ons hede ons doàgelijksch brood.… en vergaif ons onse

skulde.… g’laik wai vergefe an onse skuldenoare.… Laid ons niet in
bekoring.… moar verlos ons van de kwoade.. O-amen.…
—Oâmen, dreunden de kinders, vrouw Hassel en ouë Rams, en

stilgevouwen, in sober gebaar, hun handen tegen borst ingehaakt,
oogen dicht, met vroomstrakke gezichten, zaten allen in het
schamele krotlicht tot de kleinste van twee, die gedresseerd staarde
in plechtig bidhoudinkje. En zacht, innig-bedeesd, met vibratie van
rust en diepe gemeendheid klankte uit ’t hoekje weer op:
—Wais gegroet Meria.., vol van genàode.… de Heer is mit u.…

Gesegend sait gai boofe alle andere frouwe.… En gesegend is de
vrucht uufs lichoams.… Jesus.—
Weer invielen de schelle stemmetjes, woord-duikelend snel, [136]in

toom gehouden tòch en achtervolgd door langzaam-rekkende stem
van Ant, die geen haast had:
—Hailige Meria.… moeder Gods.… bid f’r ons sondoare.. nou en in ’t

uur van onse dood.… Oàmen!
—Oâmen, plechtigden de stemmen na. Nog eens ging stil gemurmel

door het groepje, ieder voor zich uit; dàn oogjes openden zich van
de jongsten, die sluwig opgluurden maar gauw ze weer dichtknepen,
toen ze vrouw Hassel’s mager-fijn gezicht nog naprevelen zagen in
bid-stillen ernst, met ’t schuwe donkere licht van cel-hoog raam op ’r
extatisch-verzèngde trekken. Kees had slonkerend in rochelende
afsnijding van luchthaaltjes z’n peper-zwarte krieltjes verorberd. Te
gloeien en been-schudden zat ie van ergernis. Elken keer als ’t
stemmetje van Wimpie opklankte, vergrauwde en vertrok er iets
zenuw-wilds in z’n gezicht.
De kinders konden beginnen, gulzigden in, met oogen en handen.

Ouë Rams zat te smakkauwen met diepe inrimpeling van z’n oud-
geel gezicht, dat vellig-slap meetrok, bij iedere kauwbeweging.—Z’n
blauwdiepe oogwallen hobbelden zakkerig boven z’n kauw-kaken.
Kees had nog ’n restje aardappels uit den pot geschud. Van ’t bidden
zei ie maar niks meer. Elken dag had ie ’r om gevochten en
geschreeuwd, maar ’t gaf geen zier.… Wimpie dee ’t uit zichzelf.…
—’t Was ze ingelepeld.. Hoe meer ie vloekte, hoe fijner Ant werd.
Wimpie moest vóórbidden, wat vroeger nooit gebeurde. Ze had
gezien, hoe ’t hem hinderde; dat deed ’r goed. Ant at bijna niet.
Loom pikte ze nu en dan ’n kriel uit den pot, met ’r handen telkens ’n
duw àfstootend op ’r buik als had ze ’t benauwd daar. De kinderen,
die korrels napikten en tafelreten uitplukten met d’r nageltjes, ooge-
gulzigden rond naar vader, die nog krieltjes slikte, tusschen ’n
broodbonk door. Kees voelde ’t éven.
—Wie mô nog oàrepel?

—Je sel niks gaife, bitste Ant.… wat’r blaift is f’r morge.. se freete mi-
sonder end.…
—He moe?.… eintje moar, bedelde Grietje.…
Kees woedend weer op z’n woest-nijdig wijf, rolde naar eindkant

[137]van tafel ’n paar gaterige aardappeltjes. De smerige
kinderhandjes grepen en wrongen tusschen pot en nattige plasjes,
schreeuwend door elkaar:
—Van main.… ikke.… van.…
—Blaif d’r af.
—O! gemein.… moeder se knaipt!.… se bait!
Ant sloeg woest met d’r vuist op tafel.
—Hou je bekke skorum.… je moakt puur de klaine wakker.. Griet! sé’

jai de fles d’r is in de konkel.… moar suig d’r nie an ’t pijpie,
ongeluk!.…
Griet luisterde niet. Wild stoof Ant op, kletste ’n draai om ’r ooren,
rukte Annie die met d’r vuil bovenlijfje, en bebreide knuistjes over de
tafel kroop, terug naar d’r zitplaats, dat de anderen waggelden op
hun waschstelling en gilden van schrik. Aan ’r vingertjes had Grietje
’n paar fijngeknepen krieltjes kledderen, en gulzig, ongevoelig voor
snauwen, likte en zoog ze ’r handjes af, onder oogengetril toch voor
ransel-angst. Weer kletsten er draaien en bonkten er boffen tegen
ruggetjes en hoofdjes, grienden ’n paar in stikkend-stillen stuiphuil,
die langzaam uitbarstte in schreiend gebler. Rustiger na de
rammeling was ’t geworden. Nou moest Wim nog wat slikkerbikken.
Weekzacht sprak Ant ’r lieveling, ’r jongen aan, ’n beetje als klein
kindje.
—Wil Wimpie nou s’n aitje? Kom, laa’k sàin nou effe op main skoot
neme.… hee?
—Hee joà!.… moe.… effe moar, lachte Wim vroolijk nù hij den kring
inkwam.—Zeer voorzichtig, overal door Wimpie gewaarschuwd,
waar ze ’m niet mocht aanraken, schoof ze banden van z’n beentjes.
Touw door ledekantgat heen geboord, waaraan zware zandzakken
als vracht schommelden tegen vergroeing, knoopte ze los. Zacht
beurde ze ’m op, bij voeten en ingeslonken ziekte-nekje, dat mager
boven z’n hempje uitspalkte. Ingebukt liep ze, voetje voor voetje met
’m naar tafel, ’m schokloos op d’r schoot zettend. Kees, die
onverschillig gekeken en nog geen stom woord tot Ant, na de ruzie
gezegd had, kwam nu bij z’n vrouw staan, gluiperig bijdraaiend.
[138]En terwijl de kinders om kruimels morden, muschjesachtig
pikkerig en nijdig elkaar bevochten, schillen van geitje elkaar uit de
handen trekkend en kijvend om bord van grootvader, die gemorst
had, staaroogden Kees en Ant naar zieke Wimpie, als leefde alleen
hij. Jammerlijk vaalgroen bleekte z’n kopje in ’t schuwe val-licht.
Uitgemergeld, als ademend geraamtetje, wrakte broos z’n beenig,
puntig zwaar hoofdje op ’t slappe nekje, als zou ’t breken bij lichtste
wending; bleekten de steen-witte ooren, angstig-groot, ooren van
een doodzieke, mager, uitgedroogd, stil-alleen sprekend voor heel
het geteisterde kopje. Om z’n puntigen neus holden diepe
oogwallen, paarsig, lijkig bleek-groen, ’t gezichtje akelig versmallend
nog. Z’n vuile hansop liet z’n beentjes uitspaken, latjesplat, recht uit.
Om moeders schoot was als een kring getrokken waar binnen de

kinders niet genaakten. Wim’s voetjes dwarsten verkromd en
ingeduwd van liggewoonte en ’t bleeke vel zwabberde geel-plooiïg
om de slappe spieren.
Uit de schouw sloeg roetdampige rook neer van takbossen, die

nattig knetterden in het walm-mistige vuur. Niemand klaagde van
rotstank, rook, valeriaan en ziektebenauwing, in het donkere hok.
Ant liet den rommel vervuilen uit woede en uit geaardheid. ’t Kon er
niks schelen of in d’r ellende de boel verrotte. Niemand zei wat. Ze
was afgetobd met ’r kroost. Stank moest maar stank blijven.
Kees had, vóór dat Ant ’t Dientje kon zeggen, ’t eitje verzorgd en
klaargemaakt voor Wimpie.—Op ’n boterham had ie ’t voor ’m in
kleine stukjes gehapt en weer brokje aan brokje voorzichtig uit z’n
mond op ’t brood geduwd. Hij was blij, dat er nog meer voor Wimpie
stond, in ’t achterend. Menschen uit Wiereland, die meelij met
Wimpie hadden, brachten wel ereis wat voor ’m mee. En als Kees
zelf iets voor ’m klaarmaakte, had ie hoop, dat Wim nog beteren kon,
al trok de dokter met den dag zuurder gezicht. Met kleine hapjes
duwde Ant telkens stukjes ei in Wim’s mond, die hij traag
verkauwde. Heel hoog op ’n teststoof steunden haar beenen in
schoot, wijd-uit, en met inspanning nog, zocht ze ’m goed tegen ’r
aan [139]te houden dat ie nergens pijn zou hebben. Soms klonk éven
’n pijnkreetje op. Schrikangstig zei ze dan iets, niet wetend waar ze
’m geraakt had. Vandaag vond Kees ’m al vreeselijk zwak uitzien. Er
kwam lamte in z’n hart en benauwing, want twijfel spande weer in
’m, of ie wel ooit beter kon worden, z’n jonge, z’n eenige jonge!
Wimpie was klaar met eten. De kinders klonterden weer bijeen. Heel
zacht droeg Ant Wim in z’n bed, rommelde ze weer bangelijk-tastend
langs z’n lijfje, de bandjes van zandzak over z’n voetjes schuivend.
Plots knielden, op sein van Ant, allen weer voor de tafel, die in ’t
midden geschoven was neer, en oogendicht, met handjes
ineengeprangd, gezichten naar duisterend kruisbeeld op de schouw,
begon zwaar van allen kant tegelijk gebed te ratelen, met rauwe
kuch-stem van ouë Rams, hoestscheurend soms, en ’t schelle wilde
extaze-gebed van Ant er doorheen. In het scheemrig donker knielde
het bidgroepje, midden in duisterende kamer, aan alle zij omwalmd
van rook, die zwart-dampig uit schouw trok. Wimpie alleen bad in z’n
bedje, met rozekransje schuifelend door z’n magere handjes, ’n
extra tientje, de twaalf artikelen des geloofs,—en zacht dreunde door
de stilte, onze-vaders en wees-gegroets, z’n plechtig stemmetje:
—Ik g’loof in God.… d’almachtige voàder.… skepper van hemel en

oarde.… en in Jesus Kristus.… s’n eenige soon.…
Kees kende die dolle vertooning, zooals ie schold, was machteloos ’t

erf opgehold. Voor Wimpie wou ie niet heelemaal laten zien hoe
gloeiend ’t land ie had, hoe vreemd en miserabel mal hij zich in z’n
eigen gezin voelde.
Eens toen Wim nog gezond leek, had ie hem woest, in drift, gezegd,
dat ’t uit most sijn, maar toen had ’t kind zoo gesnikt dat ’t in drie
uren niet tot bedaren te brengen was; had hij liggen zoenen ’t
kruisje, dat om z’n halsje, op z’n bloote lijfje hing. Nou zei ie niets
meer, ook niet tegen d’anderen. Daar stond ie nou, op ’t erfje, in de
kou, zich suf te staren naar den modderig besneeuwden rommel,
naar de ingesneeuwde assen en wielen van ’n brok geradbraakte
handkar.—In verlegenheid [140]schopte ie ’n bezem tegen de put,
sloeg ie de deur van ’t pleehok nijdig dicht.
Toen ie, huiverig van guurte ’n kwartier op ’t erf rondgescharreld had,

wel dacht, dat ’t bidden nou gedaan zou zijn, kwam ie weer in.
Dadelijk bitste z’n vrouw ’m toe, dat ze morgen de wasch had bij
Henkels in Wiereland.
—Dan he’k de wasch op de ploas.… aa’s jai nou moàr hier en-blaif
bai sain.…
Driftig-stram draaide de hoestende ouë Rams zich plots weer naar

de schouw, de geit in touwkronkels om z’n stoelpoot meesleurend.
Met z’n stompige, afgesleten voeten zocht ie buik van konkelpot,
ging pruimpje van mondhoek tot mondhoek, en spatte ie z’n
sisstraaltjes weer door de stilte heen. Kees had wat gegromd.
—Murge mo’k meskien noa bosch.… raize loàje.… d’r is gister een
van de ponder donderd.… half dood.… nou mo’k feur sain.…
—Meskien!.… meskien!.… huildrensde Ant’s stem, en plots in ’n

schreeuw opspringend greep ze rood-sproetige Mietje van twee, die
op den grond zat vuil te doen, bij den arm. ’t Kind spartelde in ’r
hand, en zwaar ranselde ze ’t meisje in drift-rammeling.
—Jou varke.… mo je nou hier skaite.… ka je nie vroàge..

beesteboel.… woar sit je.… Dien!?.… f’r wa holp je da merakel nie
op de pot.… hier pak an!.… furt jai!.…—En toen weer in een tot
Kees—nou, ikke mo main wasch bereddere.…
—En je moeder dan, ken die nie blaife, meskien is d’r feur main
wa.…
—Koue larie, da seg ikke.… hai je t’met ’n afsproakie mit ’n lel.…

Kees smoorde weer. ’t Taai dóórtartende kijfheete van z’n vrouw
kende ie.…
De kinders zaten weer te spelen, met hun bloote lijfjes en flodderige

rokjes op steen-killen vloer. Plots toen ze hoorden, éven, dat vader
en moeder tegelijk wegwouen, kregen ze ’t doodelijk benauwd. Want
dan moest grootmoe Rams op ze passen, ’n [141]heks voor ieder, die
hen sloeg, gromde in haar halve blindheid.—Vandaag was ’t feest
voor hen, nou grootmoe d’r uit was, naar den polder, bij d’r ouwere
dochter. En nou kwam dàt, midden in. Wel wisten ze, dat moeder op
Donderdag ’n wasch had in den polder, maar dan bleef Dientje van
school en vader altijd thuis. Nou Woensdag ook.—Wimpie was
geschrokken. Als vrouw Rams d’r dochter opjoeg en vuilligheidjes
vertelde van Kees, schreeuwde Wimpie dat ze loog. Daarop wreekte
ze zich als ze alleen in huis regeerde. Als d’r lui bij waren, kon ze
vrindelijk zijn, poezig-lief tegen Wim. Maar dat was hevige huichel,
dat voelde hij zelf heel diep. Ze had gloeienden hekel aan ’m, omdat
ie van z’n vader hield.
Toch vertelde Wimpie nooit wat van d’r geniepigheid als zij alleen
thuis de baas was. In z’n ziekelijk lijfje zat vroom, innig-simpel zieltje
en diep onwetend was ie van al die vroomheid en innigheid. Soms
vertelden de kinders Ant wel eens, dat Wimpie zoo gegild en gehuild
had. Dan in onrust, niet begrijpend, vroeg Ant hem, maar Wim
schudde z’n bleek kopje voelde zich héél sterk, wou vergeven, nu ie
toch gehoord had van den kapelaan, dat ie gauw bij den Heere zou
zijn. Vreemd lachte in droeve, zalige trekjes, z’n mond breeër,
rimpelde z’n doodskopje, leek ie ouer in z’n kijk dan ’t groote mensch
dat ’m ondervroeg, liefhad. Maar toch had ie angst voor zoo’n dag
met grootmoe alleen, om de pijn en ’t gesar. Ant had doorgekeven
op Kees’ vraag:
—Main moeder?.… gun je ’r nie daa’s ’n poar uur te freete hep in de

polder.…
—Gunne?.… f’r main blaift s’r veur de eefighait.…
—Joa, jai ken d’r aa’sem nie ruike.… moar soo meroakel.…
—Hou je nou moar koest.… ik blaif bij kinders.… je moer sel ’k nie
roepe.…
Ant was blij, maar wou niks laten merken.… Driftig riep ze Dien en
Jans van ’t erf, die juist met touwtjes, aan ’t kalefateren waren, hun
doorbeten modderzware mansschoenen, uit vullesbakken opgediept,
voor en achter verbaggerd in gaten, [142]rooig van kleur, wijdmannig
slobberend om teer-kleine meisjesvoetjes.
—Hei skorum.… kom jullie.… goan jai stookie soeke.… furt.… d’r is
vast niks meer.… murge.… furt!.… kwak de vullesbakke òm-end.…
moar paa’s op in de Waik da’ de pelisie je nie sien.… En jai Jans.…
àn de bel.… la je nie wègsture.… pakt an wat t’r te kraige kompt.
De twee kinders luisterden met koppige drift in d’r gezichtjes van

verzet. Maar ze durfden niks zeggen. Dien had nou al twee
ochtenden achtereen den heelen polderweg afgeslenterd, doodop,
en gegrabbeld op de stinkaschbelt naar uitgebrande kokes, naar
rotte beentjes, houtstompies; had paardevuil langs het pad
bijeengeschoffeld op klein gebrekkig wagentje. Maar niks naar zin
van Ant.… ’t Kind had gegriend, dat ze naar school wou, maar Ant
had ’r woedend gemept.… en ’r gevraagd waar ze dan van freete
moste en dat ze tog gain klompe an d’r poote vond.…—En Jansje
zocht al de heele week hout in bosch, onder den sneeuwmodder uit,
loerde ook op stookies. Met ’r gebarsten blauw-kleumrige
winterhandjes, knakte ze in jachtige onrust, takken van de
padstruiken, bang voor tuinders en veldwachters, die lol hadden in ’t
snappen van bedelvolk. En alles in ’n grooten zak stoppend,
sjouwde ze op ’r mager kinderruggetje zware houtvrachten, in regen
en windguurte, die onder ’r vodrokjes op ’r bloote lijf striemde. Dien
droeg tenminste nog ’n jongensbroekie onder ’r stinkende vaal-rooie
rokje.… maar Jans had nog niks. Nou mosten ze ’r weer op uit, in
die nattigheid. Ze vloekten, harde vloekjes van haat en wrevel, tegen
elkaar, die ze gehoord hadden, nauw verstonden, maar opluchtten
toch hun verkropte woede. Want ze haatten, met afgetobde
hongerlijfjes, zwerftochten in den winter, hoe lekker ze die ’s zomers
ook vonden, dàn rondstoeiden op zonneplekken en gras, onder den
bedel door. [143]
[Inhoud]
VIJFDE HOOFDSTUK.
Kees was met ’n nijdigen deurslag ’t pad opgegaan. Rammelen van

flauwigheid voelde ie zich nog, en als ie dacht aan wat vleesch, liep
’m ’t water over de tanden. Toch, de lucht deed ’m goed. Alle weeren
joegen en sloegen om z’n karkas, die er steviger tegen hardde. Z’n
armoe had ’m sober gemaakt en gezond bleef ie, sterk, door zuivere
lucht, ruimte, duingeur van zomers en al z’n grondwerk. Alleen z’n
kinders niet; zwakkelijk geslacht, bang en zenuwachtig. Dat had ie
nou sien bij veul tuinders, allegoar bijna beverige sukkels, mit
hoofdpain, angst, slecht sloape.… da was nooit soo in sain tait.
De oogenglans van Wim, dat hij thuisblijven zou morgen had ie niet
gezien, in woede nog om z’n kijfwijf en schoonmoeder.
Van god-verlaten, in oneindige eenzaamheid, lag de sombere weg

naar zee, in groezeligen sneeuwmiddag, zwaar van grauwte. Vroeg-
decemberend vaalde stilte-schemer over lage akkers, waartegen
heuvelige duinbulten paarsig en grauwig in verte vernevelden. Nou
was ’t al te laat voor ’m om nog ruigte te zoeken. Waar nou heen?
Nattige mistigheid en guurte zoog tusschen z’n kleeren en huid.…
Wacht, aa’s tie effe bai Klaos Grint gong. Meskien had die nog wat
boompies te moake.… Verduufeld, datie selfers nog gain luis had om
wa tieme te koope.… Op den reutel kreeg ie niks.… Wat
skoremzoodje toch tegen sàin.… Die lamme Kloas, die gluupert!
Zwaar loomde z’n gang langs ’t sneeuwmodderpad. Telkens tuurden

z’n oogen even op de grauwe wijdte van akkers en paarse
duinnevels. Rustig toch voelde ie zich in de eeuwig-geheime stilte
die er trilde en sloop boven ’t verre middagland. [144]Vóór ’t huisje
van Grint bleef ie staan, trapte ie even tegen de deur. Gouïg
lichtschuim glansreepte langs kozijnen, achter rood gordijntje, en stil,
in schem’rige middag-donkering, lag daar ’n sneeuw-bevracht huisje,
blank-stil, op ’t duinpad geduwd met z’n bloedend raamrood, fèl-
glanzend tegen ’t wit. Dadelijk achter z’n huis had Klaas Grint àl z’n
grond, z’n bessen, frambozen- en aardbeienakkers ’t meest. Grint
was de knapste en sluwste tuinder-kleinpachter uit de buurt, ’s
Winters, zes maanden dóór, zat ie in z’n huiskamer met vier
dochters en ’n zoon, aardbei-mandjes te vlechten, uitzuigend en
afbeulend z’n kinderen, om te sparen, te spàren. Vrouw Grint maakte
Kees open, lachte.
—Kaik?.… daa’s Kees!.… Piet is t’r ook, en je neef Hassel van de

Kuil.…
Al de niet-katholieke vrouwen uit de streek hielden van Kees om z’n

reuzig lijf, z’n guitige grijze oogen. Kees bromde wat, recht uit ’t
gangetje doorloopend naar ’t hok, waar gewerkt werd. Vier meisjes
hurkten op den grond, naast elkaar, met ruggen tegen den muur
gestut, beenen dàn rechtuit, dan opgetrokken. Dwars over hen, aan
kortere muurzij hurkte Klaas Grint, de tuinderpachter; en bijna op de
kachel gedrongen, met z’n beenen tegen z’n vader aan, zat Jan,
zoon van Grint, lange bleuïge kerel van achttien. Lui-hangerig stond
Piet, naast hurkende Geertje Grint, mooie donkere tuindersmeid met
prachtige gloeiende bruine oogen, vol lichtrumoer. Als ze uit ’r
bukwerk naar ’m òpkeek, sterden ’r uit ’r appels rooie vonkjes,
aanhalig en stoei-levendig. Achter Piet weggeduwd in benauwing,
stond Jan Hassel, zoon van Dirk Hassel, Gerrits broer, tusschen wie
al twintig jaar hevige vijandschap broeide. De neven kenden elkaar
bijna niet. Toch werkten ze zomers soms akker aan akker, in duin op
Wiereland en loerden ze op dezelfde mooie meiden van Grint. Het
vlechthok van Klaas was voor alle soort bloemkweekersknechten,
tuinders en losse werkers ’n inloop ’s winters, ’n honk waar de
kachel brandde, en allicht ’n kop heete leut te slobberen viel.—
Kees, reuzig boven allen uit, was stil in den hurkenden werkkring
[145]gestapt, zacht groetend, met z’n hoofd de bakzoldering net
rakend. ’n Klein groen glaslampje hing aan ’n spijker tegen bruin-vuil
beschot, boven den kop van Klaas, rood-fel beschijnend, lankaster
gordijntje van achterraampje, zwak-naar groezellicht
neerschemerend over den grond en laagzittend werkgroepje in ’t
hok. Spraakloos bij Kees’ komst zaten ze in arbeid verbukt te
vlechten, elk afgevlochten mandje in ’n hoek kwakkend, tot
groezelbruinen hoop bijéén. Telkens verbukten ze even van beschot
àf, naar kachelkant, greep-grabbelend in de vooruit klaargemaakte
bodems, die met hun uitpriemende, dun slingerige teenen-enden, als
groote donkere spinnen over den grond dooréénwriemelden, in het
zuinige lampjes-licht. De kachel pafte zwaar-gloeiend in ’t lage hokje
en Jan Grint, die broeiing in z’n rug opving, zat telkens te blazen en
zweet met z’n mouw vol houtsplinters, in z’n gezicht te strijken. In het
bruindoffe schijnsel van muur, donkerden de gezichten, nekgebukt,
naar den grond, òver de mandjes heen en in wilde bewegelijkheid
dàn duisterden weg, dàn lichtten òp vlechtende handenparen, de
buigzame teenen verschakelend tot mandjes.
Van ’t achter-end uit stem-vroolijkte vrouw Grint naar Kees.
—Drink je nog Kees, ’n bakkie leut? D’r is d’r nog van ’t grondje.…
—Dankkie.
—Leut? lachte schamper Klaas Grint,—gaif sain de fles.. verdomd

Kees, aa’s ’k je nooit nog mi stuk in je kroag sien en-hep.… en nou
segge alderlei, da je suipt aa’s ’n spons.…, wa heppe sullie d’r an.…
da moakt moar swart.… wâ ken hoarlui bokkeme.… verdomd!—
Kees antwoordde niet, haalde schimpig z’n schouders op. Hij wist
wel, dat Grint ’t zelf vertelde, die skorem, en aa’s ie ’t meende, vond
ie ’t nog lammer, want hij had ’t land door zoo’n beroerling
beschermd te worden. Gesprek wou niet vlotten. Piet Hassel stond
stil en Jan Hassel de neef, was bij Kees’ inkomen nog bescheidener
in z’n achterafje teruggetrokken. De meisjes keken maar òp naar
Kees, den langen [146]Kees, den gevaarlijken Strooper, met z’n
guitige oogen en z’n stillen loer op hun handen. Dat was nou Kees,
over wien ze altijd den mond vol hadden, Kees met z’n streken!—
Achter dun hokjesbeschot bonsde dreunwrijf op waschplank van de
meid, in schuimtobben. En klagelijk huilde ’r stem ’n smertelijk liedje,
zoeterig-sentimenteel, plechtig zangsleepend door werkgroepje:
A.. àn ’t be e.. edje fan d’r krà-à-à-’n-ke liefelinggg..

Si.. i.. t moe-der neer, in sti.. il.. ge.. waieen..
—Jessis poà, wa ken die maid seure, lachte kwaad mooie Geert,
daa’s nou puur ieder Dinsdag krek soo.… an de tobbe.
—Is dat nou seure? klapte Trijn, vurige jongensmeid, ’t is prêchtig.…

mô je moar wachte.… tweede komplot.… aa’s God d’r kind loat
stèrrèfe.… en sai ken d’r in ’t klooster goan.… prêchtig! En ’t
Treurelied van de jongelingg.… ses komplotte.… aàs hai se’n maisie
f’rmoord uit jeloersighait.. en van de Skeepsjonge!.…
—Nou, ik wou moar da se d’r snoàter hield, driftte Jan Grint, is me

da.… da singe!.… daa’s griene!.… da gemeine kreng!.… die hep
nou twee hufters.… en d’r gelant is d’r van deur.… Teun de
kweeker.… en nou singt sai in d’r eeuwighait van d’r liefelinge, die se
t’met thuis lam ranselt.…
Piet voelde ook weer zeglust:
—Nou, jullie benne ook soo got-vergete stommetje.… segge jullie d’r
is wat.… gong tug gain paop f’rbij.… seg erais wá’, jai Trien, jai
Geert, lach d’rais.… effetjes!.…
—Stil d’r ’s;.… hoor nou d’r ’s.… zei met gespannen luistergezicht
Trijntje in armgebaar Piet tegenhoudend.
Nog nimmer f’r.. i.. in d’ laik ’t so.. on licht ske.. een..

Gebukt goan se onder smart en sorrege!
Dreun-dof bonsde langs richels van waschborden rhytmisch [147]’t

goed-gewrijf, en klagelijk huilde d’r weemoeds-stem dóór, gedempt
achter beschot uitklinkend. Dat was te veel voor Piet. Zwaar
opdonderend tegen ’t huilig gezang, in stem-davering, barstte ie uit,
met beenporren tegen Geert en Cor:
—Bommelebom, bommelebom.. làange Jaàn mit skeele Piet!.…

mottige Toon en laànge Griet.… Alle goane wai op rais.… Jào, mi
selfers de dikke Gais.… En elleke jonge hep ’n maid.…
bommelebom.… bommelebom!
Met voetdreun trapte ie maat en Jan opwindend er tegen in, onder

stuipgelach van meisjes die met hun hoofden naar elkaar toe-
neigden.
—Deesie.… Deeeesie!.…
’k Wait daa’t êe blom in main hart ontbloei.. i.. it!
Deeeessie!!.… Deeee.… esie!!.…
—F’rjenne, jullie werke nie.… och Piet sing sooveul aa’s je lust
hep.… moar la’ hoarlie d’r gangetje.… hee?.…, schreeuwde Klaas
rood-driftig boven gezang uit. Niet zien kon ie, dat met ’t mirakelsche
lachen, d’rlui handen stilstonden.
—Nou poà.… u is t’r ook een!.… bitste kwaadaardig Geert, nou

magge wai nie lache.…
—Wel neenet, da mist nie.… lach sooveul jullie wille.… moar d’r mó’
werkt-en worde.

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Production Planning and Control D.R.

British Library Cataloguing-in-Publication Data

Library of Congress Cataloging-in-Publication Data

For Information on all Butterworth-Heinemann publications

Publisher: Matthew Deans

Typeset by MPS Limited, Chennai, India

Professor D. R. Kiran, B.Sc., B.E., M.Sc. (Eng.),

Production planning and control (PP&C) is a key industrial engineering func-

advancement in manufacturing technology. This book is thus aptly titled

CPM Critical Path Method

LQE Linear Quadratic Estimation

RAMPS Resource Allocation and Multiple Project Schedule System

Systematic layout planning (Chapter 18)

JIT And Kanban (Chapter 26)

Manufacturing resource planning (Chapter 31)

13. AMAPS 1 PLUS

Critical path method (Chapter 32)

Computer-integrated production management systems

Elements of production planning

1.1 Production planning and control

Production Planning and Control. DOI: https://doi.org/10.1016/B978-0-12-818364-9.00001-9

1.2 Role and scope of production planning and control

1.3 Objectives of production planning and control

1.4 Functions of production planning and control

1.5 Phases of production planning and control

FIGURE 1.2 Summary of functions of planning and control.

1.5.1 Preplanning phase

1.5.2 Planning phase

1.5.3 Control phase

1.6 Functions of production planning

The basic functions as explained earlier can be elaborated as follows:

1.7 Definitions of production planning

Planning is the determination in advance of line of action by which certain

Planning is an intellectual process, the conscious determination of the course

Planning is found amentally in a mental pre-disposition to do things in orderly

Planning is the continuous process of making present entrepreneurial decisions

Planning is the process of selecting and relating of facts in the visualization

Production planning is the planning of production and manufacturing processes

Production Planning is the administrative process that takes place within a

1.8 Long-range versus short-range planning

b. Planning of controlling systems

1.9 Elements of production control

1.10 Functions of production control

1.11 Definitions of production control

In an undertaking, control consists of verifying whether everything occurs in

Control is exercised by means of media such as ethics, policies, organizations,

Control is the process that measures current performance and guides it

Control has been defined as an aspect and projection of planning. Whereas

Managerial planning seeks consistent, integrated and articulated programs,

Management control is a conscious planned, directed, coordinated, and orga-

The essence of control is the action which adjusts operations to determined

Production control is the task of predicting, planning and scheduling work,

products are produced by specified methods to meet an approved sales program.

1.12 The essential steps in control activity

1.13 The elements of production control

8. Control of progress of orders: This requires the observation of the prog-

1.14 Factors contributing to the complexity of control

1.15 Observation analysis action evaluation cycle of control