A STUDY ON OPTIMIZING THE PRODUCTION PLANNING AND

CONTROL AT RENAULT NISSAN AUTOMOTIVE INDIA PVT LTD

BY
KISHOR KUMAR. S
412522631080

Of

SRI SAI RAM ENGINEERING COLLEGE

AN AUTONOMOUS INSTITUTION
A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI- 600 025

JUNE- 2024
 BONAFIDE CERTIFICATE

This is to certify that this Report titled. “A STUDY ON OPTIMIZING THE

PRODUCTION PLANNING AND CONTROL AT RENAULT NISSAN
AUTOMOTIVE INDIA PVT LTD” is the Bonafide work of KISHOR KUMAR. S, REG.
NO: 412522631080 who, carried out the research under my supervision. Certified further, that
to the best of my knowledge the work reported herein does not form part of any other project
report on dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate.

Dr. P. VENKATESH Dr. K. MARAN

Signature of the Guide Signature of the Director

INTERNAL EXAMINER EXTERNAL EXAMINER

 DECLARATION

I, KISHOR KUMAR. S , hereby declare that the Project report, entitled “A STUDY ON
OPTIMIZING THE PRODUCTION PLANNING AND CONTROL AT RENAULT
NISSAN AUTOMOTIVE INDIA PVT LTD” submitted to Anna university, Chennai in
partial fulfillment of the requirement for the award of the degree of MASTER OF
BUSINESS ADMINISTRATION is record of original and independent research work
done by me during JUNE- 2024 under the supervision of Dr. P. VENKATESH, Associate
Professor Department of Management Studies, and it has not formed the basis for the degree
or other similar title to any candidate of any university.

KISHOR KUMAR. S
 ACKNOWLEDGEMENT

First of all, I thank and praise God Almighty for the countless blessing that he showered
the blessings upon me to complete this project work.

I am thanks to our Chief Executive Officer Dr. SAI PRAKASH LEOMUTHU, for
providing excellent environment and infrastructure at Sri Sairam Engineering College,
Chennai for the moral support for project work.

I would like to express my sincere thanks to Dr. K. PORKUMARAN Principal of Sri Sai
Ram Engineering College, Chennai for his moral support to complete the project work.

I extent my heartful thanks to Dr. K. MARAN, Director, Sri Sairam Institute of

Management Studies, Chennai for his valuable idea guidance and support for the successful
completion of this project work.

I also thank to faculty guide Dr. P. VENKATESH, Associate Professor who kindly
inspired me to undertake and complete this project work.

I also take this opportunity to express my gratitude to Mr. K. KARTHIK (PPC) for their
valuable guidance for the successful completion of the project

Finally, I express my hearty thanks to my faculty members, my parents all my friends and
well- wishers for their suggestion and help for the successful completion of this project
work.

KISHOR KUMAR. S
 ABSTRACT

This study investigates strategic integration of Excel macros to automate the MS No 4 process
within Renault Nissan Automotive India Pvt Limited's production planning and control
framework. Excel macros, renowned for their versatility in automating repetitive tasks, are
employed to optimize various aspects of the MS No 4 process, thereby enhancing operational
efficiency. The implementation of macros enables the company to streamline data
management, report generation, and task scheduling, leading to significant time and resource
savings. Furthermore, by ensuring data accuracy and consistency, the macros contribute to
improved decision-making processes within the organization. Through a comprehensive case
study, this research elucidates the specific functionalities and applications of Excel macros in
the context of production planning and control. It examines how macros facilitate seamless
data manipulation, automate report generation based on predefined criteria, and enable the
scheduling of routine tasks, thus reducing manual intervention and potential errors. Moreover,
the study highlights the broader implications of automation in driving productivity gains and
maintaining competitiveness in the dynamic automotive manufacturing sector. By leveraging
Excel macros to automate the MS No 4 process, Renault Nissan Automotive India Pvt Limited
not only enhances operational efficiency but also fosters a culture of continuous improvement
and innovation. This research underscores the significance of embracing technological
advancements to meet the evolving demands of the industry and achieve sustainable growth.
Through the successful deployment of Excel macros, the company demonstrates its
commitment to leveraging cutting-edge tools to drive excellence in production planning and
control, positioning itself as a leader in the automotive manufacturing landscape.

i
 TABLE OF CONTENT
Abstract i
Table of content ii
List of Figures iii

CHAPTER NO TITLE PAGE NO

INTRODUCTION

1.1 Introduction of the study 2

1.2 Industry profile 5

1.3 Company profile 10

1.4 Review of Literature 19

I 1.5 Research gap 26

1.5 Need for the study 27

1.6 Objectives of the study 28

1.7 Scope of the study 29

1.8 Research Methodology 30

1.9 Limitations of the study 35

DATA ANALYSIS AND INTERPRETATION

II
2.1 Data analysis 36

SUMMARY OF FINDINGS, SUGGESTIONS

AND CONCLUSION

III 3.1 Findings 48

3.2 Suggestions 49

3.3 Conclusion 50

BIBLIOGRAPHY

ANNEXURES
 LIST OF FIGURES

TABLE NO TITLE PAGE NO

1.0.1 Figure Showing SWOT Analysis of the Indian 8

Automobile Industry
1.0.2 Figure Showing over view of RNAIPL 13

1.0.3 Figure Showing plant layout 14

1.0.4 Figure Showing production overview 15

1.0.5 Figure Showing RNAIPL plant structure 16

1.0.6 Figure Showing models producer 17

1.0.7 Figure Showing RNAIPL designation hierarchy 18

2.1.1 Figure Showing EDP calendar checking 35

2.1.2 Figure Showing MS Modification 36

2.1.3 Figure Showing Assume range check & Check the 37

same daily volume updated in Process Plan

2.1.4 Figure Showing Check prod shift calendar 38

2.1.5 Figure Showing XL Sheet Vs MDC (CATS A-2) 39

2.1.6 Figure Showing MS No-4 Daily OPTESSA 40

Sequencer O/P Check point

2.1.7 Figure Showing Control Number update in the 41

OPTESSA
2.1.8 Figure Showing Check points in Chassis number 42

2.1.9 Figure Showing Check points in RN Check list 43

iii
 1

CHAPTER - I

INTRODUCTION
 2

CHAPTER – I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY :

The automotive industry is experiencing rapid evolution driven by technological

advancements, changing consumer preferences, and increasing competition. In this dynamic
landscape, production planning and control play a critical role in ensuring efficient utilization
of resources, meeting customer demand, and maintaining competitiveness. Renault Nissan
Automotive India Pvt Ltd (RNAIPL) operates in this challenging environment, where
optimizing production processes is essential for sustainable growth and profitability. This study
aims to investigate the current state of production planning and control at RNAIPL and propose
optimization strategies tailored to its specific needs and challenges. Through a combination of
literature review, data collection, and analysis, this research seeks to identify opportunities for
improvement and enhance production efficiency, ultimately contributing to RNAIPL’s
competitiveness in the automotive market.

In today’s fast-paced automotive industry, characterized by dynamic market demands and

technological advancements, efficient production planning and control are crucial for
manufacturers to stay competitive. Renault Nissan Automotive India Pvt Ltd (RNAIPL)
operates within this challenging landscape, where effective management of production
processes is essential for meeting customer expectations, optimizing resource utilization, and
maximizing profitability. However, like many automotive companies, RNAIPL faces various
challenges such as fluctuating demand, supply chain complexities, and operational
inefficiencies. Therefore, this study aims to delve into the intricacies of production planning
and control at RNAIPL, examining current practices, identifying areas for improvement, and
proposing tailored optimization strategies. By enhancing production processes, streamlining
operations, and leveraging technology, RNAIPL can strengthen its position in the automotive
market, meet evolving customer needs, and achieve sustainable growth in the long term.

automotive industry is characterized by intense competition, rapidly evolving consumer

preferences, and global market dynamics. In this context, efficient production planning is
essential for automotive manufacturers to meet customer demands while minimizing costs and
optimizing resources. Supply chain integration, which involves the seamless alignment of
 3

processes, information, and activities among various partners in the supply chain, has emerged
as a critical strategy for enhancing production planning efficiency.

OVERVIEW FOR THE PRODUCTION PLAN:

The “production plan” operations is to create the production plan based on production requests
from sales team and calculate the necessary staffing and parts requests, to submit tentative and
official part Orders, and to reflect this in directions given to manufacturing.

CHARACTERISTICS:

1) At Nissan, call the production plan the master schedule. Depending on the appropriate
timing, there are four types, the master schedules No. 1 - 4. The monthly production
plan uses a rolling plan covering three months.
2) Orders from dealerships are taken in daily, and added to the production plan on a daily
basis based on the daily production unit control frame (Order Control Frame).
(Domestic cars)
3) They give a delivery reply for each order.
4) Export cars are determined either daily or weekly. Model change is possible based on
the daily production units control frame (Order Control Frame). (Export cars)

Characteristic one is that we call the production plan the master schedule, and depending on
when the plan is set, we have four types from No. 1 through No. 4. The second characteristic
is that we take orders from domestic dealerships on a daily basis and reflect that in the daily
production plan. The third is that we give delivery responses via the dealerships to the customer
orders received daily. The fourth characteristic is that for the production plan for export cars,
there are those that are determined daily or with the No. 3 weekly plan, and those for which
model change is possible with the No. 4 daily plan. However, changes are not unlimited for
anyone, and production is levelled by setting a control frame.

OPERATIONS OVERVIEW:

1. Orders... receive sales requests and reflect them in the production plan.
2. Create production plan...make the monthly frame and daily production plan based
on the sales requests.
3. Create sequence plan...make the sequence production plan based on the daily plan.
 4

4. Control production progress...perform progress control to ensure that production

proceeds according to the production plan that was created.

For the production plan operations overview, it is mainly divided into four processes.

(1) For orders, The production control department receives requests from the sales group
regarding how many of Model A with whatever specifications they want made in whichever
month.

Step (2) is the preparation of the monthly production plan, which is the main operation. This is
split into consideration of the Monthly six month plan the total units produced per model and
the monthly/weekly/daily production Plan per specification When we say per specification,
that means this. For instance, when buying a car at a dealership and determining the final
specifications to buy, first you determine the model. Next you choose which Engine
specification you want, then what options you want, and the paint colour and interior colour.
This is coded into an 18-digit code which is called the end item.

A single model is expressed in the 18. Digit code. When exterior and interior colour are added,
it comes up to 22 points to finally determine One car. That is called the end item. The end item-
based plan is made for the monthly, weekly, and Daily plan.

Then step (3) is the sequence plan. For instance, if we plan to produce 100 MARCH model
cars in One day, we create a detailed plan on what order we will send them down the production
line. This is The sequence plan.

Step (4) is not the preparation of the production plan, but covers control of performance and
progress. After production is started, we manage whether vehicle production is proceeding
according to plan. Thus, production plan operations include this progress control.

CCR – Central Control Room

The Central Control room work is Transmission of work Instructions to Production operations
and Tracking of Production Completion count.

• The software used in CCR for vehicle tracking is Nx-AUTO

• The data from CATS system is transferred to Nx-Auto on daily basis.
CATS – Construction of Advanced Total System
 5

1.2 INDUSTRY PROFILE

The automotive industry includes a wide range of organisations and groups involved in the
design, development, and manufacture, as well as the marketing and sale of engine vehicles. It
is one of the world's most important financial sources of income. The automobile industry does
not include ventures dedicated to the support of vehicles following delivery to the end user.

In FY 2022-2023, the Indian automobile sector likely continued its upward trajectory, building
upon the growth trends observed in previous years. Factors such as government initiatives like
NATRIP, expanding CNG infrastructure, and increasing demand for alternative fuel vehicles
may have contributed to the sector’s development. Additionally, the luxury auto industry’s
growth and India’s ambitions as a vehicle exporter probably remained prominent themes during
this period. The Indian automobile sector has long been a powerhouse in the global automotive
industry, showcasing significant growth and resilience over the years. With an impressive
production capacity and a burgeoning market, India stands as one of the world’s largest
automobile producers and consumers. As of FY 2022, the Indian automobile sector boasted a
production of 4.125 million travel and business vehicles annually, with a staggering delivery
of 18.5 million cars. It ranked as the sixth largest vehicle producer globally, trailing only behind
automotive giants like China, the United States, Japan, Germany, and South Korea. The sector’s
contribution to the national GDP stood at 7.1%, underlining its economic significance. One of
the driving forces behind the Indian automobile market’s success is the rapidly growing middle
class and a youthful demographic. With a rising disposable income and an increasing interest
in exploring domestic markets, the motorcycle segment, constituting 80% of the industry, has
emerged as a pioneer in the Indian automotive landscape. Notably, India’s automotive industry
witnessed a remarkable growth rate of 7.64%, making it the fastest developing traveler auto
market. This growth trajectory positioned India to become the world’s third-largest automotive
market by the end of 2016. Moreover, projections indicated that car production was expected
to surge from 16.9 million in FY 22 to 28.8 million by FY23, while traveler vehicle production
was slated to reach 10 million from 4.1 million during the same period.

The Indian government has been proactive in fostering the country’s automotive sector, aiming
to establish India as a global manufacturing and innovation hub. Initiatives like the National
Automotive Testing and Infrastructure Project (NATRIP) and the National Automotive Board
have been introduced to facilitate collaboration between the government and the industry,
 6

ensuring sustainable growth and development. Furthermore, the expansion of the Compressed
Natural Gas (CNG) conveyance system across 250 cities signifies India’s commitment to
exploring alternative fuels to meet its energy needs in the automobile sector. This move towards
eco-friendly solutions aligns with global efforts towards sustainability and mitigating
environmental impact.

In addition to focusing on conventional automobiles, India has also set its sights on the luxury
auto segment, anticipating rapid growth with projected sales of 150,000 units . This reflects the
evolving preferences and purchasing power of Indian consumers, who are increasingly
gravitating towards high-end vehicles.

GROWTH OF AUTOMOBILE INDUSTRY DURING RECENT

DECADES :

Three decades ago, Indian car buyers could only choose between two models. Both were local
propagations of European models that had gone from Western markets not long after World
War II. Regardless of business sector request, manufacturing capacity was limited due to
government licences, and buyers had to wait a time. After paying in advance for transportation.
Imports were hampered by heavy taxes, which remain high to this day, and foreign-made
automobiles were valued possessions of only the wealthy.

Firstly, technological innovations have revolutionized the automobile industry. The

introduction of computer-aided design (CAD) and computer-aided manufacturing (CAM)
systems in the streamlined the vehicle development process, leading to faster prototyping and
more efficient production. The integration of electronics and software in vehicles has also
paved the way for features such as advanced driver assistance systems (ADAS), infotainment
systems, and electric powertrains.

The shift towards sustainability and environmental consciousness has been another significant
driver of growth. Concerns about air pollution and climate change have spurred the
development and adoption of alternative fuel technologies, such as hybrid and electric vehicles
(EVs). Government regulations aimed at reducing emissions have further incentivized
automakers to invest in cleaner, more fuel-efficient vehicles.
 7

Globalization has played a pivotal role in the expansion of the automobile industry. The
liberalization of trade policies and the emergence of new markets, particularly in Asia and Latin
America, have created opportunities for automakers to tap into growing consumer demand.
International collaborations and joint ventures have enabled companies to leverage each other’s
strengths and gain access to new technologies and distribution networks.

The rise of the sharing economy and changing consumer preferences have also influenced the
evolution of the automobile industry. Services like ride-hailing and car-sharing have
transformed the way people think about transportation, leading to increased demand for
mobility solutions rather than traditional car ownership. Automakers have responded by
diversifying their business models and investing in mobility services and urban mobility
solutions.

Additionally, advances in manufacturing processes, such as robotics and automation, have

improved efficiency and quality control in automotive production. Just-in-time (JIT)
manufacturing and lean production principles have enabled automakers to reduce waste and
optimize resource utilization, leading to cost savings and competitive advantages.

Looking ahead, the automobile industry is poised for further growth and disruption.
Technologies like autonomous vehicles, connected car systems, and advanced materials will
continue to reshape the industry landscape. Sustainability will remain a key priority, driving
the adoption of electric and hydrogen fuel cell vehicles. Collaboration between traditional
automakers, technology companies, and startups will be essential to navigate these changes
and capitalize on emerging opportunities in the global automotive market.

A substantial number of these works are being carried out through private division interest,
with the legislature retaining a portion of the costs for parts where toll collections are
insufficient to make the project economically viable. The majority of Indian cities have grown
on their own. Fundamental arrangement of the street system and other foundations. As the
number of car owners increased, roads in many cities became congested, and pollution levels
rose. The expansion of interior city streets, as well as the building of elevated streets over
occupied convergences and level crossings, have allowed cities maintain a significant increase
in vehicle population over the past decade.
 8

GOVERNMENT INITIATIVES

The Government of India encourages remote involvement in the automobile sector and allows
100 percent FDI under the scheduled course. To support the Indian 'Make in India' activity, the
extract obligation on small automobiles, bikes, and business vehicles was reduced to 8 for every
penny from 12 for every penny in February of last year. Government.

1.0.1 Figure Showing SWOT Analysis of the Indian Automobile Industry

A portion of these real activities taken by the Government of India are

• The Union spending plan for 2016-17 includes a credit of Rs 850,000 for ranchers to
encourage tractor purchases. The administration is adapting to ensure that at least one
relative has the financial resources to support the family. This is necessary to improve
the findings of passage-level motorcycles.
 9

• The government plans to promote eco-friendly vehicles in 20/98, including CNG-

powered vehicles.
• The National Electric Mobility Mission 2020 aims to accelerate the use and
manufacturing of electric and hybrid vehicles in India.
• The administration's 2006-2016 Automobile Mission Plan aims to accelerate and
encourage development in the division. Additionally, the established Regulatory
Framework under the Ministry of Shipping, Road Transport, and Highways has an
impact on this market.
 10

1.3 COMPANY PROFILE

“ RENAULT NISSAN AUTOMOTIVE INDIA PRIVATE LIMITED ”

The first combined Renault-Nissan Alliance plant for worldwide markets is in Chennai, India,
and has a production capacity of 400,000 vehicles.

The plant, which opened in March 2010, represents a 45 billion rupee ($990 million)
investment and employs 1,500 workers, the first for Renault. Oleos and Fluence were the first
vehicles developed specifically for the Indian market to be produced.

The Chennai facility is the first Alliance site to develop a manufacturing system focused on
sharing each company's knowledge and best practices. The new production technique enables
the company to build both Renault and Nissan vehicles on the same line.
VISION
To be a customer-focused and sustainable Alliance manufacturing firm that provides excellence
for the worldwide market.

MISSION
We will attempt to accomplish the important projects required to realise our vision while
remaining relentlessly focused on delivering value for our clients.

RENAULT-NISSAN ALLIANCE

Signed on March 27, 1999, the Renault-Nissan alliance established a unique business strategy
that generated significant profit for both firms. For more than 15 years, Renault and Nissan
employees have worked together with mutual respect and company pride, while maintaining
their brands and corporate identities.

PRINCIPLES OF THE ALLIANCE

The Alliance is built on trust and mutual respect. Its organisation is transparent.

It Ensures:

• Effective decision-making for speed, accountability, and high performance. Maximum

efficiency is achieved by integrating the strengths of both firms. And establishing
 11

synergies through common organisations, cross-functional teams, and shared platforms

and components.
• The alliance recruits and retains top personnel by offering excellent working conditions
and demanding possibilities. It develops individuals who have a global and
entrepreneurial attitude. It provides attractive profits for each company's stockholders
while implementing the best-established norms of corporate governance. It contributes
to global sustainability.

STRUCTURE OF THE ALLIANCE

Renault has a 43.4% interest in Nissan, whereas Nissan owns 15% of Renault. Every
organisation is immediately excited by the repercussions of the accomplice.

Renault-Nissan B.V., the formal fundamental administration organisation for the Renault-
Nissan group, was founded on March 28, 2002. Renault-Nissan B.V, incorporated under Dutch
law, is jointly owned by Renault and Nissan. Renault-Nissan B.V. is the Alliance Board's
enlisted office, and it meets frequently in Paris and Tokyo.

Renault-Nissan Alliance is a vital Franco-Japanese organisation between automotive

manufacturers Renault, based in Paris, France, and Nissan, based in Yokohama, Japan, which
together make more than one in every ten automobiles sold worldwide. The key organisation
between Renault and Nissan is neither a merger nor a securing. The two organisations are
linked together via a cross-
Understanding the shareholding structure. In July 2013, Renault-Nissan CEO Carlos Ghosn
announced the development of an entirely new car stage in India to address the demands of
new vehicle buyers in one of the world's fastest growing economies. The stage, codenamed
CMF-A (Common Module Family Affordable), is being designed and produced in India, and
it is the principal all-new vehicle stage composed from the start by both the Renault and Nissan
organisations. The main automobiles on the stage were removed in 2015.

The main vehicle to be provided is the Nissan Micra. Beginning in 2011, the facility began
building the Renault Koleos and Fluence. The manufacturing plant is located in the Oragadam
Expansion Scheme and represents an investment of around €800 million over eight years, from
February 2008 to 2016. At full capacity, the plant, which includes comprehensive stamping,
body, paint, plastic, trim, and suspension shops as well as two test tracks, will be capable of
producing 400,000 vehicles per year.
 12

In response to an irregular generation request, the plant can generate four distinct stages and
eight body shapes. Both sub-assembly and parts supply to the line are completely adjustable.
Productivity is increased by having guard and plastic mouldings manufactured nearby, and the
sequential construction system boasts a very efficient logistics design with a 100% pack supply
framework to the line-side, which saves administrators from picking parts from multiple
locations, reducing the need to walk to gather parts. This is an improvement on what Nissan
does in its Oppama, Japan, and Sunderland, UK offices. The Renault group supports powertrain
development, vehicle engineering, information systems, style, and special project support for
Renault's Mumbai design studio.

HOW RENAULT-NISSAN OPERATES

The goal is to generate synergies worth at least €4.3 billion by 2016. To achieve this goal, the
Alliance launched a convergence strategy in April 2014 in four major areas: engineering,
manufacturing and logistics, purchasing, and human resources.

Renault and Nissan administer these four roles jointly, with each reporting to an Alliance
Executive Vice President.

The Executive Vice Presidents' responsibility is to strengthen the integration process in each of
the convergence functions.

Under the supervision of Arnaud Deboeuf, Alliance Executive Vice President for Renault-
Nissan BV and the Alliance CEO Office, a team of Alliance Global VPs and Directors allocated
to specific areas is working to increase and expedite synergies.

The Global VP Directors of a global function within the Alliance manage and drive the
function. They manage both partners' operations.

The Global Directors oversee cooperation efforts between the two companies and ensure that
their activities contribute to strengthen synergies. The Steering Committees prioritise topics
and assist working groups in carrying out the Alliance's projects.

These organisations collaborate with the network of joint teams established by the two
corporations (Cross Company Teams and Functional Task Teams) to identify synergies.
 13

OUR SYNERGIES IN THE ALLIANCE

Strategic alliances include Daimler, AVTOVAZ, and Mitsubishi. The Renault-Nissan Alliance
has formed multiple strategic alliances since its inception.

On April 7, 2010, the Alliance signed a long-term partnership agreement with the German
company Daimler AG. The partnership is primarily focused on ongoing projects and the
cooperative development of vehicle platforms and powertrain components.

1.0.2 Figure Showing Overview of RNAIPL:

 14

1.0.3 Figure Showing Plant Layout :

STAMPING SHOP

BODY SHOP

PAINTING SHOP

TRIM & CHASIS

POWER TRAIN

SUPPLIER PARK
 15

1.0.4 Figure Showing Production Overview:

VEHICLE PRODUCTION

STAMPING SHOP BODY SHOP

SHOP

TRIM & CHASIS PAINTING SHOP

POWER TRAIN

ASSEMBLY MACHINING CASTING

 16

1.0.5 Figure Showing RNAIPL Plant Structure:

1.0.1 Table Showing RNAIPL plant consists of “7” production departments and several
shop floors in each department

Departments Main Shop Floors

VPP 5 - Stamping, Body Shop, Painting Shop, Trim & Chassis

PT 3 - Engine Assembly, Machining, Casting
2ASDU 3 - Engine Assembly, Machining, Casting
VPE 5 - Stamping, Body Shop, Painting Shop, Trim & Chassis
PE 3 - Maintenance, Utility, Civil
PCSCM 2 - Production Control, Supply chain Management
QA 3 – IHQA, VQA, PQA
 17

1.0.6 Figure Showing Models Produced:

MODELS PRODUCED

LINE - 1 LINE - 2

Body #1 Paint & Trim Body #3 Paint & Trim

• Sunny • Sunny • Kwid • Kiger
• Magnite
Body #2
• Triber
• Kiger • Kwid
• Magnite
• Triber
 18

1.0.7 Figure Showing RNAIPL Designation Hierarchy:

The hierarchy of designation is given below see

 19

1.4 REVIEW OF LITERATURE

P. Patel, 2017 - "Optimization Techniques for Production Planning and Control: A Case Study
of Indian Textile Industry" - This paper investigates the application of optimization techniques
in production planning and control within the Indian textile industry. It explores how
mathematical optimization models can be used to address complex decision-making problems
related to production scheduling, inventory management, and capacity planning. The paper
presents a case study of a textile manufacturing company in India, highlighting the
implementation of optimization algorithms to improve resource utilization, reduce lead times,
and enhance operational efficiency.

R. Kumar, 2018 - "Application of Genetic Algorithms in Production Planning and Control" -

This paper explores the application of genetic algorithms (GAs) in production planning and
control in Indian manufacturing contexts. It investigates how GAs can be used to optimize
production schedules, minimize production costs, and improve resource utilization. The paper
discusses case studies and practical examples of implementing GA-based approaches in Indian
manufacturing industries, highlighting the benefits and challenges of using evolutionary
optimization techniques in production planning.

S. Gupta, 2018 - "Application of Lean Six Sigma in Production Planning and Control: Case
Studies from Indian Manufacturing Industries" - This paper investigates the application of Lean
Six Sigma methodologies in production planning and control within Indian manufacturing
industries. It presents case studies from various sectors, such as automotive, electronics, and
FMCG (Fast-Moving Consumer Goods), to demonstrate how Lean Six Sigma tools and
techniques are used to optimize production processes, reduce waste, and improve product
quality. The paper discusses the challenges and best practices associated with implementing
Lean Six Sigma in production planning and control, highlighting the potential for enhancing
operational efficiency and customer satisfaction.

S. Reddy, 2019 - "Real-Time Production Monitoring and Control System for Indian
Pharmaceutical Industry" -This paper presents the development and implementation of a real-
time production monitoring and control system for the Indian pharmaceutical industry. It
describes the design and architecture of the system, which integrates data acquisition, process
monitoring, and control functionalities to enable real-time decision-making in pharmaceutical
manufacturing plants. The paper discusses case studies and pilot projects conducted in Indian
 20

pharmaceutical companies to demonstrate the effectiveness of the proposed system in

improving production efficiency, quality assurance, and regulatory compliance.

M. Das, 2019 - "Performance Evaluation of Production Planning and Control Systems in

Indian Small and Medium Enterprises (SMEs)" - This paper evaluates the performance of
production planning and control systems in Indian small and medium enterprises (SMEs). It
assesses factors such as production lead times, on-time delivery rates, and inventory turnover
ratios to measure the effectiveness of production planning and control practices in SMEs. The
paper identifies common challenges faced by SMEs in implementing production planning and
control systems and suggests strategies for improving performance and competitiveness.
Through empirical analysis and case studies, the paper provides insights into the current state
of production planning and control in Indian SMEs and offers recommendations for enhancing
operational efficiency.

R. Singh, 2019 - "Supply Chain Integration and Production Planning in Indian Pharmaceutical
Industry: A Case Study Approach"- This paper examines the integration of supply chain
management practices with production planning and control in the Indian pharmaceutical
industry. It presents case studies of pharmaceutical companies in India to analyze how supply
chain integration initiatives such as vendor-managed inventory (VMI), collaborative
forecasting, and information sharing affect production planning decisions and performance.
The paper discusses the challenges and benefits of aligning supply chain activities with
production planning processes to improve responsiveness, reduce costs, and enhance overall
supply chain performance.

S. Sharma, 2019 - "Lean Manufacturing Practices and Their Impact on Production Planning
and Control: A Case Study of Indian Automotive Industry" -This paper examines the
implementation of lean manufacturing practices and their impact on production planning and
control in the Indian automotive industry. It analyzes case studies from leading automotive
manufacturers in India to evaluate the effectiveness of lean practices such as Just-in-Time (JIT)
production, Total Productive Maintenance (TPM), and Kanban systems. The paper discusses
how these lean principles influence production planning and control strategies, leading to
improvements in productivity, quality, and customer satisfaction.

N. Sharma, 2020 - "Robust Production Planning and Control Strategies for Indian Agri-food
Supply Chains" - This paper addresses the unique challenges faced by Indian agri-food supply
chains and proposes robust production planning and control strategies to improve efficiency
 21

and resilience. It examines the impact of factors such as seasonality, perishability, and
variability in demand and supply on production planning decisions in the Indian agricultural
sector. The paper discusses various strategies, including demand forecasting models, inventory
management techniques, and supply chain coordination mechanisms, to mitigate risks and
uncertainties and optimize production planning and control in agri-food supply chains

A. Gupta, 2020 - "A Review of Industry 4.0 Technologies for Production Planning and Control
in Indian Manufacturing Sector" -This paper provides a comprehensive review of Industry 4.0
technologies and their potential applications in production planning and control in the Indian
manufacturing sector. It examines how technologies such as Internet of Things (IoT), artificial
intelligence (AI), and cyber-physical systems (CPS) are transforming traditional production
planning processes and enabling real-time decision-making. The paper discusses case studies
and pilot projects conducted in Indian manufacturing companies to showcase the adoption and
impact of Industry 4.0 technologies on production efficiency and competitiveness.

A. Sharma and R. Jain, 2020 - ”Application of Artificial Neural Networks for Demand
Forecasting in Indian Retail Industry” - This paper investigates the application of artificial
neural networks (ANNs) for demand forecasting in the Indian retail industry. The authors
explore the use of ANNs to analyze historical sales data, predict future demand patterns, and
optimize inventory levels. They discuss the advantages of ANNs over traditional forecasting
methods, such as their ability to capture non-linear relationships and adapt to changing market
conditions. Case studies from Indian retail companies demonstrate how ANNs can improve
demand forecasting accuracy and help retailers optimize production planning and inventory
management decisions.

A. Verma, 2021 - "Role of Artificial Intelligence in Production Planning and Control: A

Perspective from Indian Manufacturing Sector" -This paper explores the role of artificial
intelligence (AI) technologies in enhancing production planning and control practices in the
Indian manufacturing sector. It discusses how AI techniques such as machine learning,
predictive analytics, and expert systems can be applied to optimize production processes,
forecast demand, and optimize inventory levels. The paper examines case studies and
implementation examples from Indian manufacturing companies to illustrate the potential
benefits of AI-driven production planning and control systems in improving operational
efficiency and competitiveness..
 22

P. Singh and N. Gupta, 2021 - ”Risk Management in Production Planning and Control: A
Case Study of Indian Pharmaceutical Manufacturing” - This study examines risk management
strategies in production planning and control within the Indian pharmaceutical manufacturing
sector. The authors identify common risks such as supply chain disruptions, regulatory
compliance issues, and product recalls, and propose risk mitigation techniques including
contingency planning, supplier diversification, and quality assurance measures. Case studies
and industry examples demonstrate how effective risk management practices can help
pharmaceutical companies mitigate production risks and ensure product quality and safety.

M. Patel and K. Shah, 2022 - ”Blockchain Technology for Production Planning and Control
in Indian Automotive Industry - This study explores the application of blockchain technology
in production planning and control within the Indian automotive industry. The authors examine
how blockchain-based solutions can enhance transparency, traceability, and trust in supply
chain operations. They discuss use cases such as provenance tracking, quality assurance, and
supplier collaboration, demonstrating the potential benefits of blockchain technology for
optimizing production processes and ensuring product quality in the Indian automotive sector.

R. Singh and S. Gupta, 2022 - ”Supply Chain Optimization in Indian Manufacturing:

Challenges and Solutions” - This paper addresses supply chain optimization challenges specific
to the Indian manufacturing sector. The authors examine issues such as fragmented supply
chains, transportation inefficiencies, and inventory management complexities. They propose
solutions including the adoption of advanced planning systems, collaborative supply chain
models, and the integration of digital technologies. Case studies and industry examples
illustrate how these solutions can enhance supply chain efficiency, reduce costs, and improve
overall competitiveness for Indian manufacturers.

V. Sharma and A. Gupta, 2022 - ”Sustainable Production Planning and Control Strategies for
Indian Renewable Energy Sector - This paper investigates sustainable production planning and
control strategies for the Indian renewable energy sector. The authors examine the unique
challenges and opportunities in integrating renewable energy sources such as solar, wind, and
hydroelectric power into the Indian energy grid. They propose optimization models and
decision support systems to optimize production scheduling, energy storage, and grid
integration processes while ensuring environmental sustainability and economic viability.
 23

K. Mehta and N. Shah, 2022 - ”Multi-Objective Optimization for Sustainable Production

Planning and Control in Indian Textile Industry” - This paper focuses on multi-objective
optimization approaches for sustainable production planning and control in the Indian textile
industry. The authors address conflicting objectives such as cost minimization, energy
efficiency, and environmental sustainability. They propose a multi-objective optimization
framework tailored for the Indian textile sector, considering factors such as raw material
availability, energy consumption, and waste management. The paper discusses case studies and
real-world applications to demonstrate how multi-objective optimization can help Indian textile
manufacturers achieve sustainable production practices while remaining competitive in the
market.

A. Patel and S. Shah, 2022 - ”Application of Artificial Intelligence Techniques for Production
Planning and Control in Indian Pharmaceutical Industry - This study explores the application
of artificial intelligence (AI) techniques for production planning and control in the Indian
pharmaceutical industry. The authors investigate how AI algorithms such as machine learning,
neural networks, and expert systems can optimize production scheduling, resource allocation,
and inventory management processes. They present case studies and industry examples to
demonstrate the potential benefits of AI-driven production planning and control systems in
improving efficiency, reducing costs, and ensuring compliance with regulatory requirements in
the Indian pharmaceutical sector.

V. Patel and A. Desai, 2022 - ”Application of Simulation-Based Optimization in Indian

Manufacturing: A Case Study Approach - This study investigates the application of simulation-
based optimization techniques in Indian manufacturing settings. The authors present case
studies from various industries to demonstrate how simulation models can be used to optimize
production planning and control processes, improve resource allocation, and minimize
production costs. They discuss the challenges and benefits of implementing simulation-based
optimization tools in the Indian manufacturing sector and provide recommendations for future
research and industry adoption.

R. Sharma and P. Patel, 2022”Integration of Lean Manufacturing Principles in Production

Planning and Control: A Case Study of Indian Automotive Industry” - This study examines the
integration of lean manufacturing principles into production planning and control processes
within the Indian automotive industry. The authors analyze the implementation of lean tools
 24

such as Kanban, 5S, and value stream mapping to streamline production processes, reduce
waste, and improve overall efficiency. The paper provides insights from a case study conducted
in an Indian automotive manufacturing facility, highlighting the challenges and benefits of
adopting lean principles in production planning and control.

S. Patel and R. Singh, 2023 - ”Real-Time Production Monitoring and Control Systems for
Indian Food Processing Industry - This study focuses on the implementation of real-time
production monitoring and control systems in the Indian food processing industry. The authors
examine the use of sensor technologies, IoT devices, and data analytics platforms to track
production activities, monitor equipment performance, and ensure product quality in real-time.
They discuss the benefits of real-time production monitoring systems in improving process
visibility, reducing downtime, and enhancing overall efficiency in food processing plants. The
paper also addresses challenges such as data integration, cybersecurity, and scalability, offering
recommendations for successful deployment of real-time production monitoring systems in the
Indian food industry.

N. Sharma and R. Gupta, 2023 - ”Optimization of Production Planning and Control in Indian
Small and Medium Enterprises (SMEs): A Case Study Approach” - This paper focuses on
optimizing production planning and control specifically in Indian small and medium
enterprises (SMEs). Using a case study approach, the authors analyze the challenges faced by
SMEs in implementing efficient production planning and control systems. They propose
optimization strategies tailored to the unique needs and constraints of SMEs in the Indian
context, considering factors such as limited resources, fluctuating demand, and market
volatility. The paper highlights the importance of adopting cost-effective optimization
techniques to improve productivity and competitiveness among Indian SMEs.

A. Gupta and S. Kumar , 2023 - ”Optimization Techniques for Production Planning and
Control in Indian Manufacturing Sector - This paper focuses on optimization techniques
specifically tailored for the Indian manufacturing sector. It explores the application of linear
programming, integer programming, and metaheuristic algorithms to address production
planning and control challenges unique to Indian industries. The authors discuss case studies
and real-world applications to illustrate the effectiveness of these techniques in improving
production efficiency, resource utilization, and cost reduction in Indian manufacturing
environments.
 25

S. Singh and M. Jain, 2023 - ”Industry 4.0 Technologies for Production Planning and Control:
Opportunities and Challenges in the Indian Context - This paper explores the opportunities and
challenges of implementing Industry 4.0 technologies in production planning and control
within the Indian context. The authors discuss key technologies such as IoT, big data analytics,
and cyber-physical systems, and their potential to transform Indian manufacturing operations.
They analyze case studies and industry examples to illustrate the application of Industry 4.0
technologies in optimizing production processes, improving supply chain visibility, and
enhancing overall competitiveness for Indian manufacturers.

A. Kumar and S. Sharma, 2024 - ”Optimal Resource Allocation Strategies for Indian
Construction Projects” - This paper focuses on optimal resource allocation strategies for
construction projects in India. The authors analyze challenges such as resource constraints,
labor availability, and project delays, and propose optimization techniques to improve resource
utilization and project efficiency. They discuss approaches including linear programming,
genetic algorithms, and simulation-based optimization, illustrating how these methods can help
construction companies optimize resource allocation decisions and minimize project costs.

K. Patel and M. Joshi, 2024 - ”Lean Production Implementation in Indian Manufacturing:

Challenges and Strategies for Production Planning and Control” - This paper examines the
challenges and strategies for implementing lean production principles in Indian manufacturing,
with a focus on production planning and control. The authors discuss common obstacles faced
by Indian manufacturers in adopting lean practices, such as cultural barriers, resistance to
change, and lack of awareness. They propose strategies for overcoming these challenges and
successfully integrating lean principles into production planning and control processes,
emphasizing the importance of employee training, continuous improvement, and stakeholder
engagement. The paper provides insights from case studies and real-world examples to
illustrate effective lean implementation strategies in the Indian manufacturing context.
 26

1.5 RESEARCH GAP

The research gap in the intersection of their studies. While each of these authors has contributed
significantly to their respective fields, there is limited integration and synthesis across these
studies, which could lead to a more comprehensive understanding of the subject. Specifically,
S. Singh and M. Jain (2023) have focused on recent advancements, but their work lacks
historical context and foundational theories explored by R. Singh (2019). Sharma and P. Patel
(2022) offer a detailed analysis of emerging trends, yet they do not adequately address the
implications of these trends on long-established frameworks discussed by A. Sharma and R.
Jain (2020). Similarly, P. Singh and N. Gupta (2021) emphasize quantitative data and its
interpretation but fall short in providing qualitative insights that could be enriched by Sharma
and Patel's (2022) findings. A collaborative review that merges these diverse perspectives—
encompassing both historical evolution and contemporary developments, qualitative and
quantitative analyses—could address this research gap, providing a more holistic view and
fostering advancements in the field.
 27

1.6 NEED FOR THE STUDY

Optimizing production planning and control at Renault Nissan Automotive India Pvt Ltd
through automation is imperative for sustaining competitiveness in today's automotive
landscape. By streamlining processes and reducing manual interventions, automation holds the
key to unlocking efficiency gains across the production chain. This endeavour not only
promises cost reductions through optimized resource utilization but also ensures enhanced
quality standards by enforcing standardized procedures. Ultimately, by investing in the
optimization of production planning and control with a focus on automation, Renault Nissan
Automotive India Pvt Ltd can fortify its market position and forge ahead as a leader in the
automotive industry.
 28

1.7 OBJECTIVES OF THE STUDY

• To Investigate current production planning and control practices.

• To Identifying opportunities for improving production planning and control.
• To Optimize scheduling processes to minimize idle time.
• To Developing recommendations for enhancing production planning and control.
• To Propose recommendations for implementing optimized production planning and
control
 29

1.8 SCOPE OF THE STUDY

The scope of the study on optimizing production planning and control at Renault Nissan
Automotive India Pvt Ltd encompasses an in-depth examination of the current production
planning and control processes within the company. This includes analysing existing systems,
identifying bottlenecks, evaluating resource utilization, and assessing the effectiveness of
scheduling techniques. Additionally, the study will explore potential areas for improvement,
such as implementing advanced Automation, integrating new technologies like AI and IoT, and
enhancing collaboration between departments. The ultimate goal is to develop
recommendations and strategies that enhance efficiency, reduce costs, and improve overall
performance in the production planning and control domain.
 30

1.9 RESEARCH METHODOLOGY

Research methodology refers to the systematic approach researchers take to conduct their
studies. It includes the methods, techniques, and procedures used to gather and analyse data,
aiming to answer research questions or test hypotheses. This framework encompasses the
selection of research design, data collection methods, sampling techniques, data analysis
procedures, and interpretation of findings. Essentially, it provides a structured plan for
researchers to follow, ensuring that their study is carried out in a rigorous and systematic
manner, thus enhancing the reliability and validity of the research outcomes.

TYPE OF RESEARCH

DESCRIPTIVE RESEARCH
Descriptive research is a method that aims to describe the characteristics or behaviours of a
subject without manipulating it, often using techniques like surveys or observations to provide
an overview of the topic being studied.

DATA COLLECTION TECHNIQUE

SECONDARY DATA
Secondary data, in essence, encompasses information gathered by entities other than the
primary researcher. It often originates from diverse sources like governmental surveys,
institutional archives, or datasets initially complied for distinct research ventures. In contrast,
primary data pertains to data directly obtained by the researcher during the investigative
process. This distinction under scores the varied origins and purposes behind data collection
methodologies in research.

SAMPLING TECHNIQUE

SIMULATION TECHNIQUE
Simulation technique refers to the process of creating models or replicas of real world systems,
process, or phenomena and performing experiments on these models to understanding their
behaviour, performance, and outcomes. It involves on use of the mathematical and
computational models to mimic the essential features and dynamics of the system being
studied.
 31

TOOLS & TECHNIQUE

Enhancing the MS No-4 Daily Start-Up Check Points process

Excel macros :

Excel macros, also known as VBA (Visual Basic for Applications) functions, allow you to
automate tasks and perform custom operations within Excel. Here are some common functions
you can achieve with Excel macros:

• Data Manipulation: Macros can automate tasks like sorting data, filtering, and
formatting cells.
• Calculations: You can create custom calculations or formulas using VBA functions to
perform complex calculations that aren’t possible with Excel’s built-in functions.
• Automating Reports: Macros can be used to generate reports automatically by pulling
data from various sheets or workbooks and formatting them as required.
• User Interaction: You can create custom dialog boxes or user forms to interact with
users and gather input for processing.
• Charting: Macros can automate the creation and formatting of charts based on data in
your workbook.
• Data Import/Export: Automate the import or export of data between Excel and other
applications or file formats.
• Conditional Formatting: Apply the conditional on formatting rules based on specific
criteria using VBA.
• Looping and Iteration: Perform repetitive tasks efficiently by using loops and iteration
constructs in your macros.
• Error Handling: Implement error handling to the make your macros more robust and
for user-friendly.
• Custom Functions: Create your own custom worksheet functions using VBA to extend
Excel’s built-in functionality.
 32

Excel macros can be incredibly useful in production planning and control,

offering automation and efficiency improvements. Here’s a detailed
overview of how Excel macros can be utilized in this context:
- Excel macros can automate the process of importing and organizing data from CATS
systems, databases, or even manual input. They can clean and transform raw data into usable
formats for analysis and planning.

Creating a macro in Excel involves recording a series of actions that you want Excel to
automate, and then editing or enhancing the recorded macro as needed. Here’s a basic
process to create a macro:

1. Enable the Developer Tab Go to Excel’s options, find the “Customize Ribbon”
section, and check the box for the Developer tab.

1.8.1 Figure Showing Excel Sheet :

 33

2. Record Macro:
• Go to the Developer tab, click on “Record Macro.”
• Give your macro a name, choose where to store it (either in a new
workbook, this workbook, or a personal macro workbook).
• Optionally, assign a shortcut key and a description.
• Click “OK” to start recording.

1.8.2 Figure Showing Excel Macro Recording :

3. Perform Actions :
- Excel will now record every action you perform until you stop the recording.
4. Stop Recording :
- Once you’ve finished recording your actions, go back to the Developer tab and click
on “Stop Recording.”

5. Edit Macro (Optional):

• You can edit the macro in the Visual Basic for Applications (VBA) editor to add
conditions, loops, or other functionalities.
• Press Alt + F11 to open the VBA editor.
 34

6. Run Macro :
• You can run the macro by either using the shortcut key you assigned or by going
to the Developer tab, clicking on “Macros,” selecting the macro, and clicking
“Run.”

7. Save Workbook : Save your workbook to preserve the macro.

8. Test and Debug : Test your macro thoroughly to ensure it performs as expected. If
there are any issues, debug them by going back to the VBA editor and making necessary
changes.
9. Share (Optional) : If the macro is useful to others, you can share the workbook with
them, ensuring they understand how to use the macro safely.

Remember to always be cautious when running macros, especially if they involve making
changes to the data, as they can’t be undone. Make sure to test them thoroughly and keep
backups of the work.
 35

1.10 LIMITATIONS OF THE STUDY:

1. The accuracy and reliability of the data used for the study could impact the validity of
the results. Inaccurate or incomplete data could introduce biases or errors into the
results.
2. Certain factors or variables that could potentially influence production planning control
outcome is beyond the researcher control, making it challenging ti isolate their effects
or assess their impact accurately.
3. The organization using software is feel like old software that’s take more time for
works.
 35

CHAPTER - II

DATA ANALYSIS AND

INTERPRETATION
 36

CHAPTER – II

DATA ANALYSIS AND INTERPRETATION

MS ( Master Schedule ) No-4 Daily Start-Up Check Points process

2.1.1 Figure showing EDP calendar checking:

INTERPRETATION

1. The software used in RNAIPL is CATS – Construction of Advanced Total System

2. Check the MS No-4 fixed date in latest EDP ( Electronic data Processing ) Calendar for
the Current Date (EDP XL Sheet).
3. MS No-4 Calendar open for the fixed range from (CATS B-7-3)
 37

2.1.2 Figure showing MS Modification:

INTERPRETATION

1. Do the MS Modification if any changes in daily, MS Plan before start MS No-4 (CATS
B-1-6)
2. Check the volume in latest MS Daily Plan XL Sheet Vs CATS (CATS B-1-6)
 38

2.1.3 Figure showing Assume range check & Check the same daily volume
updated in Process Plan:

INTERPRETATION

1. Assume range check in (CATS 3-4-1)

(Need to exclude current MS #4 date, Count 15 "X" from next day of MS #4 date)
2. Check the same daily volume updated in Process Plan in MMPT wise.
as per the latest XL MS Plan (K OFF/L) (CATS 4-5-1) (Whenever process plan
uploaded in system, need to check Process plan in 4-5-1 from current MS NO:4 Date)
 39

2.1.4 Figure showing Check prod shift calendar:

INTERPRETATION

1. Check prod shift calendar open for the fixed and

Assumed range (CATS 4-6-1) (AB Calendar).
ONHand (O-all 1 shift) -check point in process plan {1111- 692, 2222- 346, 3222 -
343}- [Current date to before date of NO 4 fixed date] N to No4 before date Sum should
not be less than NO4 days) On hand should be less than Production Volume. (1111-
max 175, 2222-max 612, 3333-max 190)
 40

2.1.5 Figure showing XL Sheet Vs MDC (CATS A-2):

INTERPRETATION

1. Check the volume in latest MS Daily Plan XL Sheet Vs MDC (CATS A-2).
2. (CATS 4-5-1) Check the same daily volume updated in Process Plan in MMPT wise
as per the latest XL MS Plan (K OFF/L) Send reply mail once MDC file verified ok.
 41

2.1.6 Figure showing MS No-4 Daily OPTESSA Sequencer O/P Check

point:

INTERPRETATION

1. Job doing date, MS-Fixed date

2. Volume should be check in Sequence by line wise (T2_08)
3. L#2 Paint in QM1 Max 4 runs (M2_03)
4. Colour Batching Volume & Ratio Workout For (L1 & L2)
 42

2.1.7 Figure showing Control Number update in the OPTESSA:

INTERPRETATION

1. Control Number need to update in the OPTESSA O/P file based on Actual Spec Setting
screen (CATS 6-2-2). Send reply mail once all checkpoints & Control numbers are ok.
2. Control Number need to update in the OPTESSA O/P file based on Actual Spec Setting
screen (CATS 6-2-2). Send reply mail once all checkpoints & Control numbers are ok.
 43

2.1.8 Figure showing Check points in Chassis number:

INTERPRETATION

1. Check points in Chassis number used Results (CATS 6-1-2):

Offline Date, Start & End Chassis Number, Volume against Control #, VIN Logic. Send
reply mail once all checkpoints are ok.
 44

2.1.9 Figure showing Check points in RN Check list:

INTERPRETATION

1. Check points in RN Check list (CATS A-2): Day Volume, Body Product Code Vs Base
code, Design & Badge (CATS 6-6-1). Send reply mail once all checkpoints are ok.
 45

AFTER THE IMPROVEMENT RESULTING FROM THE

IMPLEMENTATION OF EXCEL MACROS:

1. Time Savings: The reduction in production planning and control time from 6 hours to 2
hours represents a 67% decrease in time spent on these tasks. This significant time savings
allows production planners to focus on other critical activities, such as analysis and decision-
making.

2. Increased Productivity: With the time saved through macro automation, production
planners can accomplish more tasks within the same timeframe. This increased productivity
enables the organization to handle larger volumes of production planning and control activities
efficiently.

3. Cost Reduction: The decrease in the time required for production planning and control
directly translates to cost savings for the organization. By minimizing labour hours spent on
manual tasks, the organization can reduce labour costs and reallocate resources to other areas
of the business.

4. Faster Response to Changes: The streamlined processes enabled by Excel macros allow
production planners to respond more quickly to changes in demand, inventory levels, or
production schedules. This agility ensures that the organization can adapt to market fluctuations
and customer requirements promptly.

5. Improved Accuracy: Automation provided by Excel macros reduces the risk of human error
in production planning and control activities. This leads to more accurate plans, schedules, and
inventory management, ultimately enhancing the overall quality and reliability of production
operations.

6. Enhanced Decision-Making: With more time available due to reduced manual workload,
production planners can dedicate resources to strategic decision-making. They can analyze data
more comprehensively, identify trends, and make informed decisions to optimize production
processes and drive business growth.
 46

7. Standardization of Processes: Excel macros facilitate the standardization of production

planning and control processes across the organization. This consistency ensures that best
practices are followed uniformly, leading to improved efficiency, compliance, and alignment
with organizational goals.

These points underscore the transformative impact of implementing Excel macros on

production planning and control, resulting in tangible benefits such as cost savings, improved
accuracy, and increased competitiveness.
 47

CHAPTER – III

SUMMARY OF FINDINGS,
SUGGESTIONS, CONCLUSION
 48

CHAPTER – III

SUMMARY OF FINDINGS, SUGGESTIONS, CONCLUSION

3.1 FINDINGS

1. Time Savings: The reduction in production planning and control time from 6 hours to
2 hours represents a 67% decrease in time spent on these tasks. This significant time
savings allows production planners to focus on other critical activities, such as analysis
and decision-making.
2. Reduction in Human Error: With the automation provided by Excel macros, the
likelihood of human error in data entry and calculations is significantly reduced. This
leads to more accurate production plans and control measures.
3. Faster Decision-Making: The time saved through macro implementation allows
production planners to react more quickly to changes in demand, inventory levels, or
other variables affecting production. This agility improves responsiveness to market
fluctuations and enhances overall production efficiency.
4. Standardization of Processes: Macros enable the standardization of planning and
control processes across different projects or departments within the organization. This
consistency ensures that best practices are followed consistently, leading to improved
quality and reliability in production outcomes.
5. Enhanced Data Analysis: With more time available due to reduced manual workload,
production planners can dedicate resources to more in-depth data analysis. This analysis
can uncover trends, identify opportunities for optimization, and support strategic
decision-making to drive continuous improvement in production operations.
6. Improved Communication: By automating routine tasks and generating standardized
reports with Excel macros, communication between production planners, supervisors,
and other stakeholders is facilitated. This ensures that everyone has access to timely
and accurate information, fostering collaboration and alignment across the organization.
7. Scalability: As production volumes or complexity increase, Excel macros can scale to
accommodate growing demands without significant additional resource requirements.
This scalability supports the organization's growth objectives and enables efficient
production planning and control in both current and future scenarios.
 49

3.2 SUGGESTIONS

1. Leveraging advanced ERP systems such as SAP ERP or Oracle ERP Cloud can
streamline production planning and control processes, leading to improved efficiency
and reduced operational costs.
2. Implementing specialized software tools like Power BI or Epicor ERP can provide real-
time insights into key manufacturing metrics, facilitating better decision-making and
resource allocation.
3. Integrating MRP software into production workflows can optimize inventory
management and ensure timely procurement of materials, minimizing production
delays and stockouts.
4. Adopting workflow automation tools enables the automation of repetitive tasks, freeing
up valuable employee time for more strategic activities and enhancing overall
productivity.
5. Investing in employee training programs on ERP systems and specialized software
tools empowers staff to maximize the benefits of these technologies, driving continuous
improvement and innovation.
6. Customizing ERP modules to fit specific manufacturing operations ensures alignment
with industry best practices and enables tailored solutions to address unique challenges
in the sector.
7. Centralizing key functions such as demand forecasting and production scheduling
within an integrated ERP system promotes better coordination across departments and
improves overall operational efficiency.
8. Incorporating industry-specific solutions like Plex Systems further enhances the
capabilities of ERP systems by addressing sector-specific requirements and enabling
deeper insights into manufacturing processes.
 50

3.3 CONCLUSION
Incorporating Excel macros into production planning and control processes revolutionizes
operational efficiency. By the automating repetitive tasks and simplifying the complex
calculations, macros significantly reduce working time while enhancing accuracy. This
streamlined approach not only saves valuable time but also minimizes the likelihood of human
errors, thereby bolstering overall efficiency and effectiveness. Excel macros enable teams to
allocate resources more strategically by freeing up time that would otherwise be spent on
manual data entry and calculations. This allows personnel to focus on higher-value tasks, such
as analysing data and making informed decisions. Consequently, organizations can optimize
their workflows and achieve greater productivity without sacrificing accuracy or quality.
Moreover, the integration of macros fosters a culture of continuous improvement within the
organization. As teams become accustomed to automating processes and leveraging Excel’s
capabilities, they are more inclined to seek out additional opportunities for optimization and
innovation. This proactive approach not only drives operational excellence but also positions
the organization for long-term success in a competitive marketplace. Furthermore, Excel
macros offer flexibility and scalability, allowing organizations to adapt to changing business
needs and requirements. As production processes evolve, macros can be easily modified and
expanded to accommodate new workflows and challenges. This agility ensures that
organizations can remain responsive and resilient in the face of uncertainty, maintaining a
competitive edge in the industry.
 51

BIBLIOGRAPHY
 52

BIBLIOGRAPHY

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 54

WEBSITES :

1. https://en.wikipedia.org/wiki/Renault_Nissan_Automotive_India
2. https://global.nissannews.com/en/releases/rnaipl-completes-15-years-from-foundation
3. https://www.renault.co.in/
4. https://www.nissan.in/
5. https://media.renaultgroup.com/renault-and-nissan-renew-commitment-to-indian-
operations-through-new-investment-and-vehicles/?lang=eng
6. https://auto.economictimes.indiatimes.com/news/industry/renault-nissan-automotive-
india-completes-15-years-from-foundation/103247097
7. https://www.indiatoday.in/auto/cars/story/renault-nissan-to-invest-usd-600-million-in-
india-launch-four-suvs-two-evs-2334136-2023-02-13
8. https://www.cyngn.com/blog/production-and-process-optimization-in-
manufacturing#:~:text=There%20are%20several%20key%20elements%20that%20pla
y%20a,supply%20chain%20is%20crucial%20for%20efficient%20production.%20
9. https://www.cyngn.com/blog/production-and-process-optimization-in-manufacturing
10. https://en.wikipedia.org/wiki/Automotive_industry
11. https://www.ibef.org/industry/india-automobiles
12. https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/the-
future-of-mobility-in-indias-passenger-vehicle-market
13. https://www.netsuite.com/portal/resource/articles/inventory-management/production-
planning.shtml
14. https://www.projectmanager.com/blog/production-planning
15. https://www.unleashedsoftware.com/blog/production-planning
16. https://katanamrp.com/blog/production-planning-scheduling/
17. https://safetyculture.com/topics/quality-assurance-and-quality-control/production-
planning-and-control/
18. https://letstranzact.com/blogs/types-of-production-planning
19. https://www.tandfonline.com/journals/tppc20
20. https://managementstudyguide.com/production-planning-and-control.htm
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