工厂物理学——制造企业管理基础 （第2版）

《工厂物理学》的作者是美国西北大学的W.J.Hopp教授和佐治亚理工学院的M.L.Spearman教授，是生产运作管理领域的知名学者，都是学物理出身，在多年实践经验和理论研究的基础上，以独特的视角与思维方式对发生在制造企业中的现象和本质进行了透彻的分析和系统的总结，以类似于物理学中定律定理的方式给出了准确的定性描述或定量计算公式。书中不仅对生产管理的发展历史和现状、取得的成就和问题等进行了精辟的总结和分析，而且紧密跟踪当前最先进的方法和技术，并预测了今后的发展趋势。
该书不同于一般的教科书，一方面涉猎范围极宽，广泛介绍了生产领域的概念、方法、技术及实践效果；另一方面对重点问题进行了极为深入细致的研究，探究了事物的本质，提出了独到的见解。该书的起点较高，适合作为“生产系统”和“运作管理”方面的研究生课程的主教材。对本科生教学，可以作为“生产运作管理”、“生产计划与控制”、“设施规划与物流分析”、“质量管理”等课程的主要参考书。

《工厂物理学:制造企业管理基础》(第2版影印版)不同于一般的教科书，一方面涉猎范围极宽，广泛介绍了生产领域的概念、方法、技术及实践效果；另一方面对重点问题进行了极为深入细致的研究，探究了事物的本质，提出了独到的见解。该书的起点较高，适合作为"生产系统"和"运作管理"方面的研究生课程的主教材。对本科生教学，可以作为"生产运作管理"、"生产计划与控制"、"设施规划与物流分析"、"质量管理"等课程的主要参考书。

0 Factory Physics?
0.1 The Short Answer
0.2 The Long Answer
0.2.1 Focus:Manufacturing Management
0.2.2 Scope:Operations
0.2.3 Method:Factory Physics
0.2.4 Perspective:Flow Lines
0.3 An Overview of the Book

PART I THE LESSONS OF HISTORY
1 Manufacturing in America
1.1 Introduction
1.2 The American Experience
1.3 The First Industrial Revolution
1.3.1 The Industrial Revolution in America
1.3.2 The American System of Manufacturing
1.4 The Second Industrial Revolution
1.4.1 The Role of the Railroads
1.4.2 Mass Retailers
1.4.3 Andrew Carnegie and Scale
1.4.4 Henry Ford and Speed
1.5 Scientific Management
1.5.1 Frederick W.Taylor
1.5.2 Planning versus Doing
1.5.3 Other Pioneers of Scientific Management
1.5.4 The Science of Scientific Management
1.6 The Rise of the Modern Manufacturing Organization
1.6.1 Du Pont,Sloan,and Structure
1.6.2 Hawthorne and the Human Element
1.6.3 Management Education
1.7 Peak,Decline,and Resurgence of American Manufacturing
1.7.1 The Golden Era
1.7.2 Accountants Count and Salesment Sell
1.7.3 The Professional Manager
1.7.4 Recovery and Globalization of Manufacturing
1.8 The Future
Discussion Points
Study questions

2 Inventory Control:From EOQ to ROP
2.1 Introduction
2.2 The Economic Order Quantity Model
2.2.1 Motivation
2.2.2 The Model
2.2.3 The Key Insight of EOQ
2.2.4 Sensitivity
2.2.5 EOQ Extensions
2.3 Dynamic Lot Sizing
2.3.1 Motivation
2.3.2 Problem Formulation
2.3.3 The Wagner-Whitin Procedure
2.3.4 Interpreting the Solution
2.3.5 Caveats
2.4 Statistical Inventory Models
2.4.1 The News Vendor Model
2.4.2 The Base Stock Model
2.4.3 The Model
2.5 Conclusions
Appendix 2A Basic Probability
Appendix 2B Inventory Formulas
Study Questions
Problems

3 The MRP Crusade
3.1 Material Requirements Planning-MRP
3.1.1 The Key Insight of MRP
3.1.2 Overview of MRP
3.1.3 MRP Inputs and Outputs
3.1.4 The MRP Procedure
3.1.5 Special Topics in MRP
3.1.6 Lot Sizing in MRP
3.1.7 Safety Stock and Safety Lead Times
3.1.8 Accommodating Yield Losses
3.1.9 Problems in MRP
3.2 Manufacturing Resources Planning-MRP II
3.2.1 The MRP II Hierarchy
3.2.2 Long-Range Planning
3.2.3 Intermediate Planning
3.2.4 Short-Term Control
3.3 Beyond MRP II-Enterprise Resources Planning
3.3.1 History and Success of ERP
3.3.2 An Example:SAP R/3
3.3.3 Manufacturing Execution Systems
3.3.4 Advanced Planning Systems
3.4 Conclusions
Study Questions
Problems

4 The JIT Revolution
4.1 The Origins of JIT
4.2 JIT Goals
4.3 The Environment as a Control
4.4 Implementing JIT
4.4.1 Production Smoothing
4.4.2 Capacity Buffers
4.4.3 Setup Reduction
4.4.4 Cross-Training and Plant Layout
4.4.5 Total Quality Management
4.5 Kanban
4.6 The Lessons of JIT
Discussion Point
Study Questions

5 What Went Wrong
5.1 Introduction
5.2 Trouble with Scientific Management
5.3 Trouble with MRP
5.4 Trouble with JIT
5.5 Where from Here?
Discussion Points
Study Questions

PART II FACTORY PHYSICS

6 A Science of Manufacturing
6.1 The Seeds of Science
6.1.1 Why Science?
6.1.2 Defining a Manufacturing System
6.1.3 Prescriptive and Descriptive Models
6.2 Objectives,Measures,and Controls
6.2.1 The Systems Approach
6.2.2 The Fundamental Objective
6.2.3 Hierarchical Objectives
6.2.4 Control and Information Systems
6.3 Models and Performance Measures
6.3.1 The Danger of Simple Models
6.3.2 Building Better Prescriptive Models
6.3.3 Accounting Models
6.3.4 Tactical and Strategic Modeling
6.3.5 Considering
6.4 Conclusions
Appendix 6A Activity-Based Costing
Study Questions
Problems

7 Basic Factory Dynamics
7.1 Introduction
7.2 Definitions and Parameters
7.2.1 Definitions
7.2.2 Parameters
7.2.3 Examples
7.3 Simple Relationships
7.3.1 Best-Case Performance
7.3.2 Worst-Case Performance
7.3.3 Practical Worst-Case Performance
7.3.4 Bottleneck Pates and Cycle Time
7.3.5 Internal Benchmarking
7.4 Labor-Constrained Systems
7.4.1 Ample Capacity Case
7.4.2 Ful Flexibility Case
7.4.3 CONWIP Lines with Flexible Labor
7.5 Conclusions
Study Questions
Problems

Intuition-Building Exercises
8 Variabiity Basics
8.1 Introduction
8.2 Variability and Randomness
8.2.1 The Roots of Randomness
8.2.2 Probabilistic Intuition
8.3 Process Time Variability
8.3.1 Measures and Classes of Varibability
8.3.2 Low and Moderate Variability
8.3.3 Highly Variable Process Times
8.4 Causes of Variability
8.4.1 Natural Variability
8.4.2 Variability from Preemptive Outages(Breakdowns)
8.4.3 Variability from Nonpreemptive Outages
8.4.4 Variability from Recycle
8.4.5 Summary of Variability Formulas
8.5 Flow Variability
8.5.1 Characterizing Variability in Flows
8.5.2 Batch Arrivals and Departures
8.6 Variability Interactions-Queueing
8.6.1 Queueing Notation and Measures
8.6.2 Fundamental Relations
8.6.3 The M/M/1 Queue
8.6.4 Performance Measures
8.6.5 Systems with General Process and Interarrival Times
8.6.6 Parallel Machines
8.6.7 Parallel Machines and General Times
8.7 Effects of Blocking
8.7.1 The M/M/1/b Queue
8.7.2 General Blocking Models
8.8 Variability Pooling
8.8.1 Batch Processing
8.8.2 Safety Stock Aggregation
8.8.3 Queue Sharing
8.9 Conclusions
Study Questions
Problems

9 The Corrupting Influence of Variability
9.1 Introduction
9.1.1 Can Variability Be Good?
9.1.2 Examples of Good and Bad Variability
9.2 Performance and Variability
9.2.1 Measures of Manufacturing Performance
9.2.2 Variability Laws
9.2.3 Buffering Examples
9.2.4 Pay Me Now or Pay Me Later
9.2.5 Flexibility
9.2.6 Organizational Learning
9.3 Flow Laws
9.3.1 Product Flows
9.3.2 Capacity
9.3.3 Utilization
9.3.4 Variability and Flow
9.4 Batching Laws
9.4.1 Types of Batches
9.4.2 Process Batching
9.4.3 Move Batching
9.5 Cycle Time
9.5.1 Cycle Time at a Single Station
9.5.2 Assembly Operations
9.5.3 Line Cycle Time
9.5.4 Cycle Time,Lead Time,and Service
9.6 Diagnostics and Improvement
9.6.1 Increasing Throughput
9.6.2 Reducing Cycle Time
9.6.3 Improving Customer Service
9.7 Conclusions
Study Questions
Intuition-Building Exercises
Problems

10 Push and Pull Production Systems
10.1 Introduction
10.2 Definitions
10.2.1 The Key Difference between Push and Pull
10.2.2 The Push-Pull Interface
10.3 The Magic of Pull
10.3.1 Reducing Manufacturing Costs
10.3.2 Reducing Variability
10.3.3 Improving Quality
10.3.4 Maintaining Flexibility
10.3.5 Facilitating Work Ahead
10.4 CONWIP
10.4.1 Basic Mechanics
10.4.2 Mean-Value Analysis Model
10.5 Comparisons of CONWIP with MRP
10.5.1 Observability
10.5.2 Efficiency
10.5.3 Variability
10.5.4 Robustness
10.6 Comparisons of CONWIP with Kanban
10.6.1 Card Count Issues
10.6.2 Product Mix Issues
10.6.3 People Issues
10.7 Conclusions
Study Question
Problems

11 The Human Element in Operations Management
11.1 Introduction
11.2 Basic Human Laws
11.2.1 The Foundation of Self-interest
11.2.2 The Fact of Diversity
11.2.3 The Power of Zealotry
11.2.4 The Reality of Burnout
11.3 Planning versus Motivating
11.4 Responsibility and Authority
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