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Index
Cover
Title Page
Copyright Page
Dedication
Contents
Prologue
The Book in Brief
Why Is This Book Needed?
Chapter 1 Science—Use It or Lose
Of Theories and Buzzwords
Toyota and Science
How Toyota Did It
Batch and Queue Production
A Balanced Approach
The Track Record: Lean and Six Sigma
A Confused Landscape
Boeing’s Moving Assembly Line
Looking Ahead
Chapter 2 The Nature of Business—A Secret Hidden in Plain Sight
Leading Performance Improvement More Productively
Tradeoff Illustrations
Leadership and Tradeoffs
The Factory Physics Approach
Chapter 3 Practical Science for Leaders
Knowledge and Science
Science, Math, Software, and Intuition
Practical Theory
The Value Stream: Demand, Stocks, and Production
Buffers
Types of Buffers
Conceptual Illustrations: Something or Someone Is Always Waiting
A Manager’s World: Environment, Tactics, Controls, and Measures
Putting Practical Science to Practice
Definitions
Factory Physics Science: As Simple as Possible but No Simpler
Advancing the Practical Science of Management
The VUT Equation
Cycle Time versus Utilization Graph
Production and Stocks
Little’s Law
Production-Flow Graph
Variance of Replenishment-Time Demand Equation
Tradeoff Plot: Inventory versus Fill Rate Graph
Efficient Frontiers
Insights from the Tradeoff Plot
Visual Management of Stock-Point Performance
Stocks and Flows, the Lot-Size Graph
Chapter 4 Practical Math for Managers
Defining Terms
Modeling Stocks
A Perfect World
Replenishment Times
Demand
Forecast Error and Lead Time
Inventory Performance Measures
Computing Inventory Policies
Inventory in an Assembly System
Modeling Flows
Little’s Law
Capacity Analysis
Overall Equipment Effectiveness
Best-Case Performance
Effect of Variability
Measures of Variability
Queuing Effects
Total Cycle Time
Raw Process Time
Move Time
Shift-Differential Time
Batch Time
Pull Systems
Combining Stocks and Flows
Cash-Flow Optimization
Examples of Cash-Flow Optimization
Conclusions
Chapter 5 Profit, Cash Flow, and Factory Physics Science
The Value-Added Fantasy
Financial Statements and the Science of Operations
Financial Performance Driven by the Science of Operations
Contribution Margin at the Bottleneck
When Lean Manufacturing Adds Cost
Inventory Optimization
Managing the Portfolio of Buffers
Marketing and Operations Strategies Drive Financial Results
Chapter 6 Operations Strategy and Planning
Operations Strategy
Strategy
Tactics
Controls
Measures
Execution
Information Technology Control and Control Limits
Factory Physics Sales and Operations Planning
S&OP Event Sequence and Participants
S&OP Meeting Practices
S&OP+
S&OP+ Process
Chapter 7 Implementing Tactics, Controls, and Measures for Optimal Results
Demand Tactics and Controls
Describing and Forecasting Demand
Lumpy Demand
Inventory Tactics
Inventory Strategy Considerations
Capacity Considerations
Current Performance versus Predicted Performance
Strategic Options
Tactics for Inventory Management
Inventory Control
Capacity Tactics
Utilization
WIP Control and CONWIP
Virtual Queues and Due-Date Quoting
Rework and Scrap
Response-Time Stratagems
Predictive Control Using MRP/ERP Systems
Common Practices
MRP for Inventory Control
MRP for Production Control
Dynamic Risk-Based Scheduling
Dynamic Risk-Based Scheduling in Assemble-to-Order Environments
Measures Alignment and Insight
Chapter 8 Leadership, Measures, and Culture Change
An Approach to Sustainable Leadership
A High-Level Plan So That Strategies Can Be Shared and Understood
Vision and Mission
Critical Strategies
Monthly or Quarterly Plans to Establish Prioritized Initiatives
Inventory Optimization
Utilization Targets
Weekly Scheduling Meetings to Plan the Work
WIP Caps
Due-Date Quoting
Weekly Operations Meetings to Check Progress
Daily Mechanisms for Feedback
Personal Plans So That Individuals Understand Their Roles
Chapter 9 Examples from Industry
Learning to See—Farther
Beyond ABC—Optimal Inventory Policies
Reducing Cycle Times in a Traditional Pharmaceutical Plant
Restoring Customer Service in a Fabrication and Assembly Plant
Increasing Throughput in a Biopharmaceutical Facility
Dynamic Risk-Based Scheduling in the Textile Industry
Chapter 10 Final Word on Factory Physics Science (for Now)
Quick Wins
Operations Strategy Alignment with Business Strategy
Absolute Benchmarking
High-Level Assessment of Utilization
Bottleneck Analysis
Potential for WIP Cap Deployment
High-Level Analysis of Lead Times
ERP/MRP Mechanics
More Complex Implementations
A Large Company Implementation
Alternative Histories
The Future
Notes
Acknowledgments
Index
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