Managing key interfaces in production planning and control

Abstract

Detailed observational research, undertaken in two large and complex manufacturing businesses, identified ways in which work groups interface to employ knowledge to perform production planning and control activities. Eleven interfaces were observed and methods were established to classify them into types based on how knowledge is communicated and shared. Characteristics of the decision-making environment on either side of each interface were identified to explore their impact on interface type. Key differences in decision-makers’ predominant modes of decision-making, their agendas, and the form and scope of their knowledge were found to influence communication and decision-making processes. These findings have implications for production planning and control organisation and process design. In particular, it is seen that the effectiveness of interfaces may be improved through the alignment of decision-making approaches, agendas and knowledge across interfaces and/or through the effective use of interface tools that enable decision-makers to understand the consequences of decisions made.

Keywords:

• production planning
• knowledge
• decision-making
• functional interfaces
• case study

Acknowledgements

The authors would like to acknowledge all the industrial participants in the research projects and Nottingham Innovative Manufacturing Research Centre (NIMRC) that has funded the research. The research also supports the CODESNET European coordinated action on demand and supply networks.