Factory Physics

Name: Factory Physics
Price: 12.64 USD
Availability: InStock
ISBN: 9780256247954

ISBN-10: 0256247951

ISBN-13: 9780256247954

Edition: 2nd 2000 (Revised)

Authors: Wallace Hopp, Mark Spearman

List price: $149.69

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Book details

List price: $149.69
Edition: 2nd
Copyright year: 2000
Publisher: McGraw-Hill Higher Education
Publication date: 4/4/2000
Binding: Paperback
Pages: 720
Size: 8.25" wide x 10.50" long x 1.25" tall
Weight: 3.234
Language: English

Factory Physics?	p. 1
The Short Answer	p. 1
The Long Answer	p. 1
Focus: Manufacturing Management	p. 1
Scope: Operations	p. 3
Method: Factory Physics	p. 6
Perspective: Flow Lines	p. 8
An Overview of the Book	p. 10
The Lessons of History
Manufacturing in America	p. 14
Introduction	p. 14
The American Experience	p. 15
The First Industrial Revolution	p. 17
The Industrial Revolution in America	p. 18
The American System of Manufacturing	p. 19
The Second Industrial Revolution	p. 20
The Role of the Railroads	p. 21
Mass Retailers	p. 22
Andrew Carnegie and Scale	p. 23
Henry Ford and Speed	p. 24
Scientific Management	p. 25
Frederick W. Taylor	p. 27
Planning versus Doing	p. 29
Other Pioneers of Scientific Management	p. 31
The Science of Scientific Management	p. 32
The Rise of the Modern Manufacturing Organization	p. 32
Du Pont, Sloan, and Structure	p. 33
Hawthorne and the Human Element	p. 34
Management Education	p. 36
Peak, Decline, and Resurgence of American Manufacturing	p. 37
The Golden Era	p. 37
Accountants Count and Salesmen Sell	p. 38
The Professional Manager	p. 40
Recovery and Globalization of Manufacturing	p. 42
The Future	p. 43
Discussion Points	p. 45
Study Questions	p. 46
Inventory Control: From EOQ to ROP	p. 48
Introduction	p. 48
The Economic Order Quantity Model	p. 49
Motivation	p. 49
The Model	p. 49
The Key Insight of EOQ	p. 52
Sensitivity	p. 54
EOQ Extensions	p. 56
Dynamic Lot Sizing	p. 56
Motivation	p. 57
Problem Formulation	p. 57
The Wagner-Whitin Procedure	p. 59
Interpreting the Solution	p. 62
Caveats	p. 63
Statistical Inventory Models	p. 64
The News Vendor Model	p. 65
The Base Stock Model	p. 69
The (Q, r) Model	p. 75
Conclusions	p. 88
Basic Probability	p. 89
Inventory Formulas	p. 100
Study Questions	p. 103
Problems	p. 104
The MRP Crusade	p. 109
Material Requirements Planning--MRP	p. 109
The Key Insight of MRP	p. 109
Overview of MRP	p. 110
MRP Inputs and Outputs	p. 114
The MRP Procedure	p. 116
Special Topics in MRP	p. 122
Lot Sizing in MRP	p. 124
Safety Stock and Safety Lead Times	p. 128
Accommodating Yield Losses	p. 130
Problems in MRP	p. 131
Manufacturing Resources Planning--MRP II	p. 135
The MRP II Hierarchy	p. 136
Long-Range Planning	p. 136
Intermediate Planning	p. 137
Short-Term Control	p. 141
Beyond MRP II--Enterprise Resources Planning	p. 143
History and Success of ERP	p. 143
An Example: SAP R/3	p. 144
Manufacturing Execution Systems	p. 145
Advanced Planning Systems	p. 145
Conclusions	p. 145
Study Questions	p. 146
Problems	p. 147
The JIT Revolution	p. 151
The Origins of JIT	p. 151
JIT Goals	p. 153
The Environment as a Control	p. 154
Implementing JIT	p. 155
Production Smoothing	p. 156
Capacity Buffers	p. 157
Setup Reduction	p. 158
Cross-Training and Plant Layout	p. 159
Total Quality Management	p. 160
Kanban	p. 162
The Lessons of JIT	p. 165
Discussion Point	p. 166
Study Questions	p. 166
What Went Wrong	p. 168
Introduction	p. 168
Trouble with Scientific Management	p. 169
Trouble with MRP	p. 173
Trouble with JIT	p. 176
Where from Here?	p. 181
Discussion Points	p. 183
Study Questions	p. 183
Factory Physics
A Science of Manufacturing	p. 186
The Seeds of Science	p. 186
Why Science?	p. 187
Defining a Manufacturing System	p. 190
Prescriptive and Descriptive Models	p. 190
Objectives, Measures, and Controls	p. 192
The Systems Approach	p. 192
The Fundamental Objective	p. 195
Hierarchical Objectives	p. 195
Control and Information Systems	p. 197
Models and Performance Measures	p. 198
The Danger of Simple Models	p. 198
Building Better Prescriptive Models	p. 199
Accounting Models	p. 200
Tactical and Strategic Modeling	p. 204
Considering Risk	p. 205
Conclusions	p. 208
Activity-Based Costing	p. 208
Study Questions	p. 209
Problems	p. 210
Basic Factory Dynamics	p. 213
Introduction	p. 213
Definitions and Parameters	p. 215
Definitions	p. 215
Parameters	p. 218
Examples	p. 219
Simple Relationships	p. 221
Best-Case Performance	p. 221
Worst-Case Performance	p. 226
Practical Worst-Case Performance	p. 229
Bottleneck Rates and Cycle Time	p. 233
Internal Benchmarking	p. 235
Labor-Constrained Systems	p. 238
Ample Capacity Case	p. 238
Full Flexibility Case	p. 239
CONWIP Lines with Flexible Labor	p. 240
Conclusions	p. 242
Study Questions	p. 243
Problems	p. 244
Intuition-Building Exercises	p. 246
Variability Basics	p. 248
Introduction	p. 248
Variability and Randomness	p. 249
The Roots of Randomness	p. 249
Probabilistic Intuition	p. 250
Process Time Variability	p. 251
Measures and Classes of Variability	p. 252
Low and Moderate Variability	p. 252
Highly Variable Process Times	p. 254
Causes of Variability	p. 255
Natural Variability	p. 255
Variability from Preemptive Outages (Breakdowns)	p. 255
Variability from Nonpreemptive Outages	p. 258
Variability from Recycle	p. 260
Summary of Variability Formulas	p. 260
Flow Variability	p. 261
Characterizing Variability in Flows	p. 261
Batch Arrivals and Departures	p. 264
Variability Interactions--Queueing	p. 264
Queueing Notation and Measures	p. 265
Fundamental Relations	p. 266
The M/M/1 Queue	p. 267
Performance Measures	p. 269
Systems with General Process and Interarrival Times	p. 270
Parallel Machines	p. 271
Parallel Machines and General Times	p. 273
Effects of Blocking	p. 273
The M/M/1/b Queue	p. 273
General Blocking Models	p. 277
Variability Pooling	p. 279
Batch Processing	p. 280
Safety Stock Aggregation	p. 280
Queue Sharing	p. 281
Conclusions	p. 282
Study Questions	p. 283
Problems	p. 283
The Corrupting Influence of Variability	p. 287
Introduction	p. 287
Can Variability Be Good?	p. 287
Examples of Good and Bad Variability	p. 288
Performance and Variability	p. 289
Measures of Manufacturing Performance	p. 289
Variability Laws	p. 294
Buffering Examples	p. 295
Pay Me Now or Pay Me Later	p. 297
Flexibility	p. 300
Organizational Learning	p. 300
Flow Laws	p. 301
Product Flows	p. 301
Capacity	p. 301
Utilization	p. 303
Variability and Flow	p. 304
Batching Laws	p. 305
Types of Batches	p. 305
Process Batching	p. 306
Move Batching	p. 311
Cycle Time	p. 314
Cycle Time at a Single Station	p. 315
Assembly Operations	p. 315
Line Cycle Time	p. 316
Cycle Time, Lead Time, and Service	p. 321
Diagnostics and Improvement	p. 324
Increasing Throughput	p. 324
Reducing Cycle Time	p. 327
Improving Customer Service	p. 330
Conclusions	p. 331
Study Questions	p. 333
Intuition-Building Exercises	p. 333
Problems	p. 335
Push and Pull Production Systems	p. 339
Introduction	p. 339
Definitions	p. 339
The Key Difference between Push and Pull	p. 340
The Push-Pull Interface	p. 341
The Magic of Pull	p. 344
Reducing Manufacturing Costs	p. 345
Reducing Variability	p. 346
Improving Quality	p. 347
Maintaining Flexibility	p. 348
Facilitating Work Ahead	p. 349
CONWIP	p. 349
Basic Mechanics	p. 349
Mean-Value Analysis Model	p. 350
Comparisons of CONWIP with MRP	p. 354
Observability	p. 355
Efficiency	p. 355
Variability	p. 356
Robustness	p. 357
Comparisons of CONWIP with Kanban	p. 359
Card Count Issues	p. 359
Product Mix Issues	p. 360
People Issues	p. 361
Conclusions	p. 362
Study Questions	p. 363
Problems	p. 363
The Human Element in Operations Management	p. 365
Introduction	p. 365
Basic Human Laws	p. 366
The Foundation of Self-interest	p. 366
The Fact of Diversity	p. 368
The Power of Zealotry	p. 371
The Reality of Burnout	p. 373
Planning versus Motivating	p. 374
Responsibility and Authority	p. 375
Summary	p. 377
Discussion Points	p. 378
Study Questions	p. 379
Total Quality Manufacturing	p. 380
Introduction	p. 380
The Decade of Quality	p. 380
A Quality Anecdote	p. 381
The Status of Quality	p. 382
Views of Quality	p. 383
General Definitions	p. 383
Internal versus External Quality	p. 383
Statistical Quality Control	p. 385
SQC Approaches	p. 385
Statistical Process Control	p. 385
SPC Extensions	p. 388
Quality and Operations	p. 389
Quality Supports Operations	p. 390
Operations Supports Quality	p. 396
Quality and the Supply Chain	p. 398
A Safety Lead Time Example	p. 399
Purchased Parts in an Assembly System	p. 399
Vendor Selection and Management	p. 401
Conclusions	p. 402
Study Questions	p. 402
Problems	p. 403
Principles in Practice
A Pull Planning Framework	p. 408
Introduction	p. 408
Disaggregation	p. 409
Time Scales in Production Planning	p. 409
Other Dimensions of Disaggregation	p. 411
Coordination	p. 413
Forecasting	p. 414
Causal Forecasting	p. 415
Time Series Forecasting	p. 418
The Art of Forecasting	p. 429
Planning for Pull	p. 430
Hierarchical Production Planning	p. 432
Capacity/Facility Planning	p. 434
Workforce Planning	p. 436
Aggregate Planning	p. 438
WIP and Quota Setting	p. 439
Demand Management	p. 441
Sequencing and Scheduling	p. 442
Shop Floor Control	p. 443
Real-Time Simulation	p. 443
Production Tracking	p. 444
Conclusions	p. 444
A Quota-Setting Model	p. 445
Study Questions	p. 447
Problems	p. 448
Shop Floor Control	p. 453
Introduction	p. 453
General Considerations	p. 456
Gross Capacity Control	p. 456
Bottleneck Planning	p. 458
Span of Control	p. 460
CONWIP Configurations	p. 461
Basic CONWIP	p. 461
Tandem CONWIP Lines	p. 464
Shared Resources	p. 465
Multiple-Product Families	p. 467
CONWIP Assembly Lines	p. 468
Other Pull Mechanisms	p. 469
Kanban	p. 470
Pull-from-the-Bottleneck Methods	p. 471
Shop Floor Control and Scheduling	p. 474
Production Tracking	p. 475
Statistical Throughput Control	p. 475
Long-Range Capacity Tracking	p. 478
Conclusions	p. 482
Statistical Throughput Control	p. 483
Study Questions	p. 484
Problems	p. 485
Production Scheduling	p. 488
Goals of Production Scheduling	p. 488
Meeting Due Dates	p. 488
Maximizing Utilization	p. 489
Reducing WIP and Cycle Times	p. 490
Review of Scheduling Research	p. 491
MRP, MRP II, and ERP	p. 491
Classic Scheduling	p. 491
Dispatching	p. 493
Why Scheduling Is Hard	p. 493
Good News and Bad News	p. 497
Practical Finite-Capacity Scheduling	p. 498
Linking Planning and Scheduling	p. 501
Optimal Batching	p. 502
Due Date Quoting	p. 510
Bottleneck Scheduling	p. 513
CONWIP Lines Without Setups	p. 513
Single CONWIP Lines with Setups	p. 514
Bottleneck Scheduling Results	p. 518
Diagnostic Scheduling	p. 518
Types of Schedule Infeasibility	p. 519
Capacitated Material Requirements Planning--MRP-C	p. 522
Extending MRP-C to More General Environments	p. 528
Practical Issues	p. 528
Production Scheduling in a Pull Environment	p. 529
Schedule Planning, Pull Execution	p. 529
Using CONWIP with MRP	p. 530
Conclusions	p. 530
Study Questions	p. 531
Problems	p. 531
Aggregate and Workforce Planning	p. 535
Introduction	p. 535
Basic Aggregate Planning	p. 536
A Simple Model	p. 536
An LP Example	p. 538
Product Mix Planning	p. 546
Basic Model	p. 546
A Simple Example	p. 548
Extensions to the Basic Model	p. 552
Workforce Planning	p. 557
An LP Model	p. 557
A Combined AP/WP Example	p. 559
Modeling Insights	p. 568
Conclusions	p. 568
Linear Programming	p. 569
Study Questions	p. 575
Problems	p. 575
Supply Chain Management	p. 582
Introduction	p. 582
Reasons for Holding Inventory	p. 583
Raw Materials	p. 583
Work in Process	p. 583
Finished Goods Inventory	p. 585
Spare Parts	p. 586
Managing Raw Materials	p. 586
Visibility Improvements	p. 587
ABC Classification	p. 587
Just-in-Time	p. 588
Setting Safety Stock/Lead Times for Purchased Components	p. 589
Setting Order Frequencies for Purchased Components	p. 589
Managing WIP	p. 595
Reducing Queueing	p. 596
Reducing Wait-for-Batch WIP	p. 597
Reducing Wait-to-Match WIP	p. 599
Managing FGI	p. 600
Managing Spare Parts	p. 601
Stratifying Demand	p. 602
Stocking Spare Parts for Emergency Repairs	p. 602
Multiechelon Supply Chains	p. 610
System Configurations	p. 610
Performance Measures	p. 612
The Bullwhip Effect	p. 612
An Approximation for a Two-Level System	p. 616
Conclusions	p. 621
Discussion Point	p. 622
Study Questions	p. 623
Problems	p. 623
Capacity Management	p. 626
The Capacity-Setting Problem	p. 626
Short-Term and Long-Term Capacity Setting	p. 626
Strategic Capacity Planning	p. 627
Traditional and Modern Views of Capacity Management	p. 629
Modeling and Analysis	p. 631
Example: A Minimum Cost, Capacity-Feasible Line	p. 633
Forcing Cycle Time Compliance	p. 634
Modifying Existing Production Lines	p. 636
Designing New Production Lines	p. 637
The Traditional Approach	p. 637
A Factory Physics Approach	p. 638
Other Facility Design Considerations	p. 639
Capacity Allocation and Line Balancing	p. 639
Paced Assembly Lines	p. 640
Unbalancing Flow Lines	p. 640
Conclusions	p. 641
The Line-of-Balance Problem	p. 642
Study Questions	p. 645
Problems	p. 645
Synthesis-Pulling It All Together	p. 647
The Strategic Importance of Details	p. 647
The Practical Matter of Implementation	p. 648
A Systems Perspective	p. 648
Initiating Change	p. 649
Focusing Teamwork	p. 650
Pareto's Law	p. 651
Factory Physics Laws	p. 651
A Factory Physics Parable	p. 654
Hitting the Trail	p. 654
The Challenge	p. 657
The Lay of the Land	p. 657
Teamwork to the Rescue	p. 660
How the Plant Was Won	p. 666
Epilogue	p. 668
The Future	p. 668
References	p. 672
Index	p. 683
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