
Factory Physics for Managers: How Leaders Improve Performance in a Post-Lean Six Sigma World
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Content
- 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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