AGGREGATE PLANNING

Submitted to:
Prof. Marina Hernandez

Fritzy Mae Keliste Joylyn Allego Geraldine Hilario Margarette Hernandez Kirby Ivan Lubi Mariel Alqueza Jordan Mendoza Maynario Liboon Sarah Margarette Joson Lester Guarin Jan Vincent Flores Nerissa Ferriols BSBA-HRDM 3-1N

Aggregate Production Planning (APP) - is an approach to operations management focused on satisfying demand as it relates to production, workforce, inventory and other concepts. The Firms Planning Process Short Range Planning- basically for three month period but can extend up to a year. This plan implements the details of the medium range plan which disaggregate monthly or quarterly schedules into weekly, daily and hourly schedules. Medium Range Planning- starts when decision on long term capacity has been made, and this function is performed by the operation manager. His task is generally scheduling decisions, devising quarterly or monthly plans to absorb fluctuating demands. Long Range Planning- aids manager dealing with the problems related to capacity and strategic issues. These functions are basically top management job which ordinarily involve policies on facility location and expansion, new product development, research funding and investment for several periods of years. Methods for Aggregate Planning Intuitive Approach- this approach doesnt use any mathematical method; it is basically based on individuals perception and opinion regarding the capacity to be built in relation to production quantities. Graphical and Charting Methods- these methods are the most popular because they are easy to understand and use. Generally, these methods work with a few variables at a time to allow the planner to reconcile projected demand with existing capacity. There are Three Possible Alternative Plans that Can Be Developed for the Given Data: Plan 1: Level of Production. The simplest production plan that establishes an average output level that meets annual requirements. Plan 2: Using Hiring, Layoff and Overtime. Resort to hiring and layoff so that level of workforce equal that of the requirements. Plan 3: Adding Subcontracting as a Source. Maintain a workforce necessary to produce a rate equivalent to the lowest expected demand; the quantity above this level will produced by subcontracting. Strategy for Aggregate Planning A. Strategy for Capacity 1. Changing Inventory Levels The firm may produce more than its current requirement to meet high demand in the future. The strategy can cost the company higher for storage, insurance, handling, obsolescence, pilferage. 2. Vary Work Force by Hiring This again has negative effects to the firm. Hiring maybe costly and productivity level may drop temporarily because newly hired employees are ill-trained. 3. Vary Production by Overtime The increase in demand for capacity can still be provided even without increasing the level of work force through overtime. But this increases the regular wage rate and the overall capacity to be generated will not be substantial. 4. Subcontracting

During temporary peak in demand, capacity can be enhanced through subcontracting, but this has its shortcomings. First, it is expensive; second, the risks of delivery dependable subcontractor that can deliver to you perfect quality and quantity on time is hard to find. 5. Employment of Part Time Workers This is appropriate to an immediate need of unskilled workers which basically the firm will pay only minimal cost. Demand Strategies To avoid serious problems on capacity, the following strategies on demand are commonly adopted by the firm: 1. Influencing Demand When demand is deteriorating, the firm can employ several demands enhancing measures like massive advertisements and promotion, cut in prices, or provisions of quantity discounts. Though this may help but not substantial, in the long-run, it may prove significant. 2. Backlog Provision Buyers may be asked to agree for a postponement of delivery of their orders sometimes for as discount to allow the firm a breathing space in its production schedule. Relevant Cost 1. Basic Production Cost These are fixed and the variable costs incurred in producing a given product type in a given time period. Included are direct and indirect labor costs and regular as well as overtime compensation. 2. Cost Associated with the Changes in the Production Rate Typical cost in this category is those involved in hiring, training and laying off personnel. 3. Inventory Holding Cost A major component in the cost of capital tied up in inventory. Other components are storing, insurance, taxes, spoilage, and obsolescence. 4. Backlogging Costs Usually these are very hard to measure and include cost of expending, loss of customer goodwill and loss of sales revenue resulting from backlogging. Budgets It is a detailed plan defining or outlining the sources and the uses of financial and other resources of the company. Budget is the plan expressed in quantitative terms, usually in units and pesos in a given period of time. Budget Committee Responsible for the overall policy matters related to budgeting process. It is responsible in making budget program and in coordinating with the preparation of the budget itself. This is usually composed of the President, the Vice President in charge of the various functions such as finance, marketing, production, personnel, and purchasing. They also prepare the budget manual. Budget Manual The handbook where all rules, procedures and policies are outlined.

Techniques for Aggregate Planning Numerous techniques are available to help with the task of aggregate planning. Generally, they fall into one of two categories: informal trial-and-error techniques and mathematical techniques. However, a considerable amount of research has been devoted to mathematical techniques, and even though they are not as widely used, they often serve as a basis for comparing the effectiveness of alternative techniques in aggregate planning. Mathematical Techniques A number of mathematical techniques have been developed to handle aggregate planning. They range from mathematical programming models to heuristic and computer search models. Linear Programming are methods for obtaining optimal solutions to problems involving the allocation of scarce resources in terms of cost minimization of profit maximization. With aggregate planning, the goal is usually to minimize the sum of costs related to regular labor time, overtime, subcontracting, carrying inventory, and cost associated with changing the size of the workforce. Heuristic refers to experienced-based techniques for problem-solving, learning, and discovery. Heuristic methods are used to speed up the process of finding a good enough solution. Examples of this method include using a rule of thumb, an educated guess, an intuitive judgment or common sense. In more precise terms, heuristics are strategies using readily accessible, though loosely applicable, information to control problem solving in human beings and machines. Cost of Inventory The core of inventory analysis lies in finding and measuring relevant cost. Main kinds of costs: 1. Cost of Ordering Cost of ordering and receiving inventory, it does not include the actual cost of good. These costs include cost of preparing the order or the invoice, the stationery used, salary of the clerks, telephone costs, cost for requisition and etc. There is a cost involved in placing each order so firms try to avoid ordering for items individually so what they do is that they place the combined order for many items in one order to reduce the costs. Each order has fixed costs associated with it and it is independent of the number of items in the order. Total ordering cost = D/Q x C 2. Cost of Carrying Inventory Costs associated with carrying a quantity of stored inventory for a length of time. Costs include interest, insurance, taxes, depreciation and warehousing costs. This is the one of the vital costs that need to optimize in any logistics system. Carrying costs are those incurred for the maintenance of inventories, specifically classified as follows: Interest payments Storage cost

 Administrative expenses related to management of stored inventories; includes storekeeping protection and physical management Taxes and insurance Non-financial costs; obsolescence, spoilage and pilferage Cost Discount Accepting discounts by buying at least certain amount of materials involves extra cost which may make taking the discount unprofitable. An appropriate inventory cost analysis must be used to determine whether or not a discount that offered should be taken. The extra costs for taking the discount are compared to the savings obtained from the discount. Extra costs include additional carrying costs, parts of which are incurred for additional storage space. Out-of-Stock or Shortage Cost Costs resulting when demand exceeds the supply of inventory; often unrealized profit per unit. These costs can include the opportunity cost of not making a sale and loss of customer goodwill. When the firm cannot fill an order, there is often some penalty to be paid. Perhaps the customer goes elsewhere, but will return for the next purchase. Then the penalty is only the value of the order that I lost. If the customer is irritated by out-of-stocks situation and finds a new supplier, the customer may be lost forever. The lost of goodwill must be translated into a cost which is equivalent to the termination of the lifetime value of the customer. If the buyer is willing to wait to have the order filled, the company creates a black order. This call for filling the order as soon as capacity is available for materials arrives. Black order costs include penalties of alienated customers. Cost of Running the Inventory System Processing cost that is associated with running the inventory system is referred to here as systematic cost. This category is usually a function of the size of the inventory that is carried and the importance of knowing the correct stock levels up-to-the minute. Costs are related to the number of terminals accessing the computer and people that are operating the system. Safety Stock It is defined as extra units of inventory carried as protection against possible stock outs. The safety stock must be carried when the firm is not sure about either the demand for the product. Safety Stock is normally required by companies to ensure that they have sufficient quantities of material in stock. The safety stock is there to provide coverage for unexpected customer demand, damage in the warehouse or required due to quality issues found in production. However, there are situations where companies do not require inventory to be in stock. These out of stock situations should not be confused with the highly undesirable stockout predicament where customers orders cannot be shipped or production is halted due to lack of components. The out of stock situation is beneficial to companies when the company has no demand for certain items and zero inventory means a no warehouse costs. Stock cost is derived by means of the following situation: SOC = O (U/OQ) x SOU x PSO Where: SOC = Stock Out Cost O = Number of Orders

S = Usage OQ = Order Quantity SOU = Stock Out Units PSO = Probability of a Stock Out SS = SOC/USOC Where: SS = Safety Stock USOC = Unit Stock Out Cost Example: Ultimate Manufacturing Corporation requires an annual volume of 90,000 units of x material. It buys 5,000 units per order. Annually, the firm has 18,000 units in average stock probability of 28%. The cost of stock out per unit is 14. SOC = (90,000/5,000) x 18,000 x 0.28 = 18 x 18,000 x 0.28 = 324,000 x 0.28 = PHP 90,720 SS = 90,720/14 = 6, 480 units

In order to avoid shortages during lead time, the company should maintain 6, 480 units above the regular requirements. REORDER POINT It is the inventory level of an item which signals the need for placement of a replenishment order, taking into account the consumption of the item during order lead time and the quantity required for the safety stock. It is mathematically expressed as: ROP = SL + F S(EOQ) L Where: ROP = Reorder Point S = Usage L = Average Lead Time F = Stock Acceptance Order EOQ = Economic Order Quantity Example: Extreme Industries EOQ of y material is 350 units, from a total usage per year of 20,000 units. Lead time is one week and a 2.6 units acceptable stock-out level. Find the reorder point of the company. ROP = 20,000 ().0912) + 2.6 20,000 (350) ).0912 = 384 + 953.18 = 1337.18 This means that every time the inventory level reaches 1337.18 units, the company immediately has to place an order.

Inventory Control It is the supervision of the supply and storage and accessibility of items in order to insure an adequate supply without excessive oversupply. Forecasting It is a planning tool that helps management in its attempts to cope with the uncertainty of the future, relying mainly on data from the past and present and analysis of trends. Forecasting process provides a mechanism for soliciting participation from individuals who have knowledge of future events and compiling it into a consistent format to develop a forecast. Product/Process Design and Technological Choice Interaction between Products and Productive System Design 1. Product Design The effort to design for productibility and low manufacturing cost is referred to as production design. The product and minimum possible production cost of a product are established originally by the product designer. And the time to start thinking about basic models of production is while they are still in the design stage. Final process planning then attempts to achieve that minimum through the specification of processes and their sequence that meet the exacting requirements of the design. The specification of parts and their interrelationship with one another to function as a unified whole is seen in production design. Facilities, materials, and other available resources should be considered, making it possible to come out with a product that is significant, effective, compatible, and worth more than its price. 2. Design and Redesign The design process is an iterative and interactive one. In a sense, it is never done. New information feeds from users, we find ways to improve designs that reduce production and costs and improve quality. 3. Interchangeable Parts Designs for component parts need to be specified carefully so that any part from a lot will fit. The result of design for interchangeable parts is interchangeable assembly. The designs of the component parts are nearly identical so that its possible to fit devices of the same type. 4. Standardization It is when the products to be produced possess one design to follow. Custom products are likely to be more costly than standardized products, but managers must attempt a balance that clients and customers will accept. Some of which are lower set-up costs, longer production units, improved quality controls with fewer items, better utilization, and so on. 5. Simplification It follows the KISS (Keep It Simple, Stupid) principle which strives to eliminate unnecessary complications. This is an advantage to the consumers in a way that they will not be bothered in choosing what type of product to buy. 6. Modular Designs Modular designs are constructed with standardized units for flexibility and variety in use. If the same component or subassembly can be used in a variety of products, or in a product family,

production costs can be reduced. Thus, modular design is one way to offer product variety while holding the number of components and subassemblies to some reasonable level. Purpose Technologies Under mechanized and automated technologies there are two subcategories, the general and special purpose. 1. General Purpose These machines have general use in their fields of application. General purpose machines find their field of application with low volume production and changing product designs. These machines possess flexible process technology. 2. Special Purpose Machines These machines are meant to perform specific kinds of job. Special purpose machines commonly evolve from their general purpose machine equivalents as the volume of a particular part or product grows and the design stabilizes. These machines are a combination of standardization and simplification. Classification of Process Technologies 1. Manual Technology It has been the basis for measuring productivity. Throughout the period since the Industrial Revolution, we have measured much of the economic progress of companies, industries, and even countries based on overall output relative to labor input (output per worker hour). Problems like quality control and long production run occur with this kind of technology. 2. Mechanized Technology Substitution of machines for human labor began almost as soon as the factory system came into being at the dawn of the industrial revolution. Mechanized technology was the technology of choice. General purpose machines were first to be developed. 3. Automated Technology Although information is new in the sense that its principles have been applied to mechanical and assembly types of processes only relatively recently, the basic ideas are not new. The process industries have used the principles of auto nation for some time to control chemical processes. Labor costs nearly diminished to zero while capital costs went high. Progression of Technology Automation is a technology concerned with the application of mechanical, electronic, and computer based systems to operate and control production. This technology includes automatic machine tools as process parts, automatic assembly machines, industrial robots, automatic material handling storage systems, automatic inspection systems for quality control, feedback control and computer process control, computer systems for planning, data collection and decision-making to support manufacturing activities. Types of Automation Automated production systems can be classified into three basic types: 1. Fixed Automation It is a system in which the sequence of processing (or assembly) operations is fixed by the equipment configuration. The operations in the sequence are usually simple. It is the integration

and coordination of many such operations into one piece of equipment that makes the system complex. The typical features of fixed automation are: a. High initial investment for custom-engineered equipment b. High production rates c. Relatively inflexible in accommodating product changes The economic justification for fixed automation is found in products with very high demand rates and volumes. The high initial cost of the equipment can be spread over a large number of units, thus making the unit cost attractive compared to alternative methods of production. Examples of fixed automation include mechanized assembly and machining transfer lines. 2. Programmable Automation In this the production equipment is designed with the capability to change the sequence of operations to accommodate different product configurations. The operation sequence is controlled by a program, which is a set of instructions coded so that the system can read and interpret them. New programs can be prepared and entered into the equipment to produce new products. Some of the features that characterize programmable automation are: a. High investment in general-purpose equipment b. Low production rates relative to fixed automation c. Flexibility to deal with changes in product configuration d. Most suitable for batch protection Automated production systems that are programmable are used in low and medium volume production. The parts or products are typically made in batches. To produce each new batch of a different product, the system must be reprogrammed with the set of machine instructions that correspond to the new product. The physical set up of the machine must also be changed machine settings must be entered. This changeover procedure takes time. Consequently, the typical cycle for given product includes a period during which the setup and reprogramming takes place, followed by a period in which the batch is produced. Examples of programmed automation include numerically controlled machine tools and industrial robot. Numerically controlled machines (N/C) machines are machines that perform operations by following mathematical processing instructions. Numerically controlled (N/C) machines are programmed to follow a set of processing instructions based on mathematical relationships that tell the machine the details of the operations to be performed. The instructions are stored on a device such as a floppy disk, magnetic tape, or microprocessor. Computerized numerical control machines (CNC) machines that have their own microcomputer and memory to store computer programs or individual machines that have their own computer. Direct numerical control (DNC) one computer that may control a number of N/C machines Robot a machine consisting of a mechanical arm, a power supply, and a controller. They are mechanical devices that may have a few electronic impulses stored on semiconductor chips that will activate motors or switches. They may be used effectively to perform tasks that are especially monotonous, or dangerous, or when the task can be improved by the substitution of mechanical for human effort.

3. Flexible Automation It is an extension of programmable automation. A flexible automated system is one that is capable of producing a variety of products (or parts) with virtually no time lost for changeovers from one product to the next. There is no production time lost while reprogramming the system and altering the physical setup (tooling, fixtures and machine setting). Consequently, the system can produce various combinations and schedules of products instead of requiring that they be made in separate batches. The features of flexible automation can be summarized as follows: a. High investment for a custom-engineered system b. Continuous production of variable mixtures of products c. Medium production rates d. Flexibility to deal with product design variations The essential features that distinguish flexible automation are: 1. The capacity to change part programs with no lost production time 2. The capability to changeover the physical setup, again with no lost production time These features allow the automated production system to continue production without the downtime between batches that is characteristics of programmable automation. Changing the part programs is generally accomplished by preparing the programs off-line on a computer system and electronically transmitting the programs to the automated production system. Therefore, the time required to do the programming for the net job does not interrupt production on the current job. Advances in computer systems technology are largely responsible for this programming capability in flexible automation. Changing the physical setup between parts is accomplished by making the changeover off-line and then moving it into place simultaneously as the next part comes into position for processing. The use of pallet fixtures that hold the parts and transfer into position at the workplace is one way of implementing this approach. For these approaches to be successful; the variety of parts that can be made on a flexible automated production system is usually more limited than a system controlled by programmable automation. Group Technology Group technology (GT) is a manufacturing philosophy that seeks to improve productivity by grouping parts and products with similar characteristics into families and forming production cells with a group of dissimilar machines and processes. Computer-Aided Design (CAD) is the use of computers to interactively prepare engineering drawings. CAD software is used for: drafting and three-dimensional drawings applications of electronic circuits to printed-circuit-board design mechanical applications including analysis of heat or stress some focuses on how design affects processes Computer-Aided Manufacturing (CAM) refers to the use of specialized computer programs to direct and control manufacturing equipment. CAM also refers to the use of computers in process control, ranging from robots to automated quality control.

When computer-aided design (CAD) information is translated into instructions for computer-aided manufacturing (CAM), the result of these two technologies is CAD/CAM. The benefits of CAD and CAM include: 1. Product quality. CAD provides an opportunity for the designer to investigate more alternatives, potential problems, and dangers. 2. Shorter design time. Because time is money, the shorter the design phases, the lower the cost. 3. Production cost reductions. Reduced inventory, more efficient use of personnel through improved scheduling, and faster implementation of design changes lower costs. 4. Database availability. Consolidating accurate product data so everyone is operating from the same information results in dramatic cost reductions. 5. New range capabilities. For instance, the ability to rotate and depict objects in threedimensional form, to check clearances, to relate parts and attachments, to improve use of numerically controlled machine tools all provide new capability for manufacturing. CAD/CAM removes substantial detail work, allowing designers to concentrate on the conceptual and imaginative aspects of their task. Process Technology in Service and Non Manufacturing Operations 1. Distribution Distribution is the actual movement of products and materials between locations. The focus of distribution, what it accomplishes, is referred to as order fulfillment. It is the process of ensuring on-time delivery of the customers order. Distribution Management involve managing the handling of materials and products at receiving docks, storing products and materials, packaging and the shipment of orders. Transportation moving commodities efficiently from production points to marketing centers and finally to the hands of the ultimate users would be impossible without transportation facilities and good roads. Kinds of Transportation a. Land transportation - Motor vehicles - Railroad b. Air transportation c. Water transportation - Passenger liners - Freighters - Tramps - Tankers and refrigerated vessels d. Other - Pipeline transport sends goods through a pipe, most commonly liquid and gases are sent, but pneumatic tubes can also send solid capsules using compressed air. Example: used for petroleum and natural gas - Cable transport is a broad mode where vehicles are pulled by cables instead of an internal power source. Example: aerial tramway, elevators, escalator and ski lifts

2. Warehousing It is the practice or business of storing, holding and handling goods in a warehouse. A warehouse is a planned space for the storage and handling of goods and material. In general, warehouses are focal points for product and information flow between sources of supply and beneficiaries. However, in humanitarian supply chains, warehouses vary greatly in terms of their role and their characteristics. 3. Point-of sale (POS) system Electronically record actual sales. Knowledge of actual sales can greatly enhance forecasting and inventory management. By relaying information about actual demand in real time, these systems enable management to make any necessary changes to restocking decisions. These systems are being increasingly emphasized as an important input to effective supply chain management by making this information available to suppliers. 4. Banking Operation ATM/automated teller machine is a computerized telecommunications device that provides the clients of a financial institution with access to financial transactions in a public space without the need for a cashier, human clerk or bank teller. E-banking operation refers to a number of ways in which customers can access their banks without having to be physically present at a bank branch. This can be done through online banking, in which bank transactions are conducted within a closed network, or via Internet banking, which permits the customer to perform transactions from any terminal with access to the Internet. Material Requirement Planning System Structure Inputs to the MRP System The master production schedule The bill of materials The inventory status file Outputs to the MRP System Timing and quantity of subassemblies Parts Raw materials Buffer Stock in Requirements System are designed to absorb random variations in the supply schedule. Safety Lead Time If the lead time for manufacturing a component or a part is variable, then stock-outs could occur if batch is not scheduled for production sufficiently in advance of actual requirement. Safety Stock In some situations, the period requirements are available because of sales, forecast errors, customer order changes or production reliability in upstream departments. Capacity Requirements Planning (CRP) It is the technique that allows business to plan ahead to determine how large their future inventory capacity needs to be in order to meet demand CRP also helps companies determine

how much space they will need to hold these materials. It verifies that you have the sufficient capacity available to meet the capacity requirement for the MRP plans. Computerized Map A computerized MRP system can immediately reflect the effects of changed order and quantities, cancellations, delayed material deliveries and so on. Also one important advantage is in capacity requirements adjustments. Manufacturing Resource Planning (MRP II) Since MRP decisions for a production stage are coordinated with decisions for other stages, it is natural to extend MRP to include capacity planning, shop floor control and purchasing. This extended MRP is referred to as closed-loop MRP. In MRP II, financial and marketing functions are tied to the operations function. MRP II also facilitates coordinating with marketing. MRP II therefore provides a convenient vehicle for coordinating the efforts of manufacturing, finance, marketing, engineering, and personnel departments toward the common business plan. Another extension of MRP concept is in planning distribution requirement for various central regional and branch warehouses. This is called Distribution Resource Planning (DRP), to coordinate points in much the same way as MRP is used to coordinate decisions at different stages. Optimized Production Technology (OPT) It is a proprietary software package for production planning and scheduling owned by creative output, Inc. of Milford, Connecticut. The key distinctive feature of OPT is its availability to identify and isolate bottlenecks operations and focus on these bottlenecks to determine production plans and schedule for the entire shop. OPT produces production plans and detailed scheduled using four basic modules: Build net. This module creates a model of the manufacturing facility using data on work center capabilities (processing and set-up times), routings that describe the flow of product through manufacturing bills of materials, inventories and sales forecasts. Serve. The model of the shop is run through an interactive process to determine bottlenecks in the system. Serve resembles MRP in its workings, and one of its outputs is a load profile for each of the resources in the model. Split. The network model or the shop is divided into two sources: critical sources and non critical sources. The bottleneck operation and all operations that follow it in the order of manufacturing and assemblies up to customer orders are included in the critical resources portion of the network. Brain. The operations in the critical resource portion of the network scheduled using a module called Brain of the OPT. Framework for Analyzing Technological Choice 1. Structuring Alternatives We must first identify the decision that must be made and the feasible alternative technologies that should be considered. 2. Horizon and Choice of Criteria or Decision

The horizon which we should consider the comparative costs, revenues, and no quantitative advantages and disadvantages of competing technologies is usually fair long in technological choice problems. The relatively long horizon and the presence of investment costs dictate the use of present values as the criteria for measuring the economic costs and benefits of the alternatives. 3. Implication for the Manager Technology adopted has the greatest influence on the ability of the organization to compare its arena. The technology set limits on the productive systems costs, flexibility and quality on time performance. Material Requirements Planning It is a production planning and inventory control system used to manage manufacturing processes. It is also a logical and easily understandable approach to the problem of determining the number of parts, components, and materials needed to produce each end item. It also provides the time schedule specifying when each of these materials, parts and components should be orders to produce. It is a tool to deal with these problems: What items are required? How many are required? When are they required? Purposes for Material Requirements Planning (MRP) - to control inventory levels, assign operating priorities for items, and plan capacity to load the production system. Objectives of MRP - to improve customer service, minimize inventory investment and maximize production operating efficiency Philosophy of MRP - materials should be expedited or hurried when their lack would delay the overall production schedule and de-expedited or delayed when the schedule falls behind and postpones their need Driving Principle in MRP Never order before you need to, never plan to stock-out 3 Objectives of MRP System 1. Ensure materials are available for production and products are available for delivery to customer 2. Maintain the lowest possible level of inventory 3. Plan manufacturing activities, delivery schedules and purchasing activities Elements of Material Requirements Planning System 1. Master Scheduling specify the output of the operations

2. Bill of Materials contains the complete product descriptions, listing not only the materials, part and components but also the sequence in which the product is created 3. Inventory Records data segment which includes information concerning outstanding orders requested changes and detailed demand history 4. Capacity Planning process of determining the production capacity needed by an organization to meet changing demands for its product. 5. Purchasing making available all materials and component parts in order to strictly adhere to the specification of the master schedule on quantity and delivery date. 6. Sheet-Floor Control intended to keep a close monitoring tub for the orders while on the way to use manipulating floor to ensure that orders are made on time are pre-empt such problems as absenteeism, loss of materials and others