Abstract
The strategic objective of this study is to empirically have an objective grasp of production planning and control complementarity architecture of five selected manufacturing firms and relevant areas of cost control. The paper empirically explores some facets of production planning and processing analysis in different machines and periods; production divisions and types, scheduling and sequencing of production planning. Capacity planning levels including potential capacity, immediate capacity and effective capacity were strategically discussed. Aspects of production control architecture such as dispatching and functions of the dispatcher were also evaluated. Other related areas of production control examined include: expediting (follow-up) and progressing, and the activities in these production and control elements were objectively handled. The study arrived at the fact that, production planning and control functions complement each other in their functionality. Effective scheduling and sequencing are revealed to be a panacea that help the handling of time, space constraints and associated cost elements in production operations management. It is therefore recommended that, production and control operations functions should complement, and be jealously guided in manufacturing operations.
 
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Highlights
Planning itself is a decision – making process since it involves selecting from among alternatives
Planning is strategic in production of goods and services and control complementarity research
Production planning and control should be tailored explicitly to strategically support the various strategies that will help the business to responsibly cut down costs for the purpose of achieving superior performance
Summary
Planning itself is a decision – making process since it involves selecting from among alternatives. Planning is the process of setting objectives and deciding how they are to be achieved. Plans are end product of planning process and are special types of decisions, methods that are made in advance of, and in anticipation of some occurrence. Just as decision can be either programmed or nonprogrammed, plans to differ to the extent to which they can be detailed in advance. Part of the reason is that some environments are changing rapidly that forecasting has become probably unreliable. In such situations, specific goals, objectives and standing plans such as policies, procedures and rules are probably not of much use. Planners might identify more general domain and direction for organization, and of an organic structure to ensure the fulfilling of organizational requirements
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