工厂物理学 西北大学/佐治亚理工学院

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工厂物理学

《工厂物理学:制造企业管理基础》(第2版影印版)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。

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关键词：理工学院 西北大学 佐治亚 物理学 工学院 理工学院 企业管理 西北大学 生产管理 生产运作

目录
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
11.5 Summary
Discussion Points
Study Questions

12 Total Quality Manufacturing
12.1 Introduction
12.1.1 The Decade of Quality
12.1.2 A quality anecdote
12.1.3 The Status of Quality
12.2 Views of Quality
12.2.1 General Definitions
12.2.2 Internal versus External Quality
12.3 Statistical Quality Control
12.3.1 SQC Approaches
12.3.2 Statistical Process Control
12.3.3 SPC Extensions
12.4 Quality and Operations
12.4.1 Quality Supports Operations
12.4.2 Operations Supports Quality
12.5 Quality and the Supply Chain
12.5.1 A Safety Lead Time Example
12.5.2 Purchased
PARTs in an Assembly System
12.5.3 Vendor Selection and Management
12.6 Conclusions
Study Questions
Problems

PART III PRINCIPLES IN PRACTICE
13 A Pull Planning Framework
13.1 Introduction
13.2 Disaggregation
13.2.1 Time Scales in Production Planning
13.2.2 Other dimensions of Disaggregation
13.2.3 Coordination
13.3 Forecasting
13.3.1 Causal Forecasting
13.3.2 Time Series Forecasting
13.3.3 The Art of Forecasting
13.4 Planning for Pull
13.5 Hierarchical Production Planning
13.5.1 Capacity/Facility Planning
13.5.2 Workforce Planning
13.5.3 Aggregate Planning
13.5.4 WIP and Quota Setting
13.5.5 Demand Management
13.5.6 Sequencing and Scheduling
13.5.7 Shop Floor Control
13.5.8 Real-Time Simulation
13.5.9 Production Traching
13.6 Conclusions
Appendix 13A A Quota-Setting Model
Study Questions
Problems

14 Shop Floor Control
14.1 Introduction
14.2 General Considerations
14.2.1 Gross Capacity Control
14.2.2 Bottleneck Planning
14.2.3 Span of Control
14.3 CONWIP Configurations
14.3.1 Basic CONWIP
14.3.2 Tandem CONWIP Lines
14.3.3 Shared Resources
14.3.4 Multiple-Product Families
14.3.5 CONWIP Assembly Lines
14.4 Other Pull Mechanisms
14.4.1 Kanban
14.4.2 Pull-from-the-Bottleneck Methods
14.4.3 Shop Floor Control and Scheduling
14.5 Production Tracking
14.5.1 Statistical Throughput Control
14.5.2 Long-Range Capacity Tracking
14.6 Conclusions
Appendix 14A Statistical Throughput Control
Study Questions
Problems

15 Production Scheduling
15.1 Goals of Production Scheduling
15.1.1 Meeting Due Dates
15.1.2 Maximizing Utilization
15.1.3 Reducing WIP and Cycle Times
15.2 Review of Scheduling Research
15.2.1 MRP,MRP II,and ERP
15.2.2 Classic Scheduling
15.2.3 Dispatching
15.2.4 Why Scheduling Is Hard
15.2.5 Good News and Bad News
15.2.6 Practical Finite-Capacity Scheduling
15.3 Linking Planning and Scheduling
15.3.1 Optimal Batching
15.3.2 Due Date Quoting
15.4 Bottleneck Scheduling
15.4.1 CONWIP Lines Without Setups
15.4.2 Single CONWIP Lines with Setups
15.4.3 Bottleneck Scheduling Results
15.5 Diagnostic Scheduling
15.5.1 Types of Schedule Infeasibility
15.5.2 Capacitated Material Requirements Planning-MRP-C
15.5.3 Extending MRP-C to More General Environments
15.5.4 Practical Issues
15.6 Production Scheduling in a Pull Environment
15.6.1 Schedule Planning,Pull Execution
15.6.2 Using CONWIP with MRP
15.7 Conclusions
Study Questions
Problems

16 Aggregate and Workforce Planning
16.1 Introduction
16.2 Basic Aggregate Planning
16.2.1 A Simple Model
16.2.2 An LP Example
16.3 Product Mix Planning
16.3.1 Basic Model
16.3.2 A simple Example
16.3.3 Extensions to the Basic Model
16.4 Workforce Planning
16.4.1 An LP Model
16.4.2 A Combined AP/WP Example
16.4.3 Modeling Insights
16.5 Conclusions
Appendix 16A Linear Programming
Study Questions
Problems

17 Supply Chain Management
17.1 Introduction
17.2 Reasons for Holding Inventory
17.2.1 Raw Materials
17.2.2 Work in Process
17.2.3 Finished Goods Inventory
17.2.4 Spare Parts
17.3 Managing Raw Materials
17.3.1 Visibility Improvements
17.3.2 ABC Classification
17.3.3 Just-in-Time
17.3.4 Setting Safety Stock/Lead Times for Purchased Components
17.3.5 Setting Order Frequencies for Purchased Components
17.4 Managing WIP
17.4.1 Reducing Queueing
17.4.2 Reducing Wait-for-Batch WIP
17.4.3 Reducing Wait-to-Match WIP
17.5 Managing FGI
17.6 Managing Spare Parts
17.6.1 Stratifying Demand
17.6.2 Stocking Spare Parts for Emergency Repairs
17.7 Multiechelon Supply Chains
17.7.1 System Configurations
17.7.2 Performance Measures
17.7.3 The Bullwhip Effect
17.7.4 An Approximation for a Two-Level System
17.8 Conclusions
Discussion Point
Study Questions
Problems

18 Capacity Management
18.1 The Capacity-Setting Problem
18.1.1 Short-Term and Long-Term Capacity Setting
18.1.2 Strategic Capacity Planning
18.1.3 Traditional and Modern Views of Capacity Management
18.2 Modeling and Analysis
18.2.1 Example:A Minimum Cost,Capacity-Feasible Line
18.2.2 Forcing Cycle Time Compliance
18.3 Modifying Existing Production Lines
18.4 Designing New Production Lines
18.4.1 The Traditioinal Approach
18.4.2 A Factory Physics Approach
18.4.3 Other Facility Design Considerations
18.5 Capacity Allocation and Line Balancing
18.5.1 Paced Assembly Lines
18.5.2 Unbalancing Flow Lines
18.6 Conclusions
Appendix 18A The Line-of-Balance Problem
Study Questions
Problems

19 Synthesis-Pulling It All Together
19.1 The Strategic Importance of Details
19.2 The Practical Matter of Implementation
19.2.1 A Systems Perspective
19.2.2 Initiating Change
19.3 Focusing Teamwork
19.3.1 Pareto's Law
19.3.2 Factory Physics Laws
19.4 A Factory Physics Parable
19.4.1 Hitting the Trail
19.4.2 The Challenge
19.4.3 The Lay of the Land
19.4.4 Teamwork to the Rescue
19.4.5 How the Plant Was Won
19.4.6 Epilogue
19.5 The Future
References
Index

为了回答我们为什么需要学工厂物理学，我们首先需要回答为什么要学习制造。毕竟，
人们经常听到说美国正在转向服务型经济，因而制造部门所占的比重将日趋缩小。从表面上
看这种说法似乎是正确的：在20世纪50年代，制造业从业人员占整个社会劳动人口的50%，
但是到了 1985 年这个比例就下降到 20%左右。从某些方面来说，这表明制造业具有与这个
世纪早期农业的经历极为相似的一种趋势。（1|2）1929 年，农业从业人员占社会劳动人口的
29%；到了 1985 年，就只有 3%了。这期间发生了从低生产力、低报酬的农业到高生产力、
高报酬的制造业的职业转型，实现了全民生活水准的巨大提高。据此，支持这个推论的人宣
称，我们目前正从一个以制造业为基础的劳动力模式转变为具有更高生产力的以服务业为基
础的劳动力模式，并且预期可以达到更高的生活水平。
  然而，正如科恩（Cohen）和齐斯曼（Zysman）在他们的精装本著作《制造业的现状：
后工业经济的神话》 （Manufacturing Matters: The Myth of Post-Industrial Economy，1987）里
指出的，这个推论有一个根本性的漏洞。农业是实现了自动化；而制造业，至少有一部分正
在向海外转移。尽管生产力的大幅提高导致农业从业人员减少，但是美国农业产出自 1929
年以来并没有下降。因此，许多与农业密切相关的岗位（卡车司机、兽医、作物喷粉人员、
拖拉机维修工、按揭估价师、肥料销售代表、意外伤害保险公司、农学家、化学家、食品加
1工商等）并没有消失。当把这些紧密相关的岗位考虑进来以后，科恩和齐斯曼估计，目前依
附农业生产的岗位数量不是通过查阅 SIC（标准产业分类 standard industrial classification）
就可以获得的三百万，真实值是六百万到八百万。也就是说，与农业紧密相关岗位的人数是
直接农业生产本身人数的两倍或三倍。
  科恩和齐斯曼将这种行业联系的观点同样延伸到了制造业，通过观察那些一般被认为是
属于服务部门的岗位（设计与工程服务、工资会计、库存与会计服务、金融与保险、工厂和
机器设备的维修与维护、培训与招聘，测试与实验室服务、工业废料处理、工程支持服务、
半成品运输等等）都与制造业密切相关。即使由于生产效率的提高而引起制造业岗位数量减
少，这些与其紧密相关的岗位很多都仍会保持不变。
  但是如果美国本土的制造业随着逐步转移到海外而衰落，那么许多与之密切相关的岗位
也将会随之转移到海外。目前大约有两千一百万人直接受雇于制造业。因此，如果应用科恩
和齐斯曼估计农业时的类似倍数，那么就有二千万到四千万紧紧依赖于制造业而存在的岗
位。这就意味着，美国有过半的岗位是与制造业密切相关的。即使不考虑制造业比例下降所
带来的间接影响（例如失业或半失业的人少买匹萨，少听音乐会），将制造业转移到海外所
带来的潜在经济后果也是非常严重的。
20 世纪 80 年代当我们对这本书第一版开始进行编辑工作的时候，就有许多迹象表明美
国的制造业不再像当年那样强劲了。生产力增长率显著地慢于其他工业化国家，国内公司在
几个重要市场（如汽车、消费类电子产品、机床）所占的市场份额下降到惊人的地步。由于
进口不断增加，美国与其他制造业强国如日本的巨额贸易逆差在不断上升，并已成为世界上
最大的债务国。美国受理的外国投资者专利的比例在之前的二十年里翻了一番。这些趋势以
及许多其他的现象似乎暗示着美国的制造业确实已经出问题了。
  衰落的原因复杂而有争议，我们将在第一篇中对它作更深入的讨论。此外，从许多方面
来看，美国制造业在 90年代有所复苏，其净收益从 1985 年到 1994 年间上升了近 65%（商
务部 1997）。（2|3）但是有一个结论更为突出——第二次世界大战之后，尤其是 80 年代之
后，由于被战争摧毁的经济得以复苏，全球竞争加剧。日本、欧洲以及太平洋周边地区的企
业已经成为一度占据支配地位的美国制造部门的强大竞争对手。由于有了更多的选择机会，
消费者也变得越来越苛刻了。亨利·福特那种提供产品的做法，“可以是任何颜色，只要它
是黑色的”，已经不再可能了。顾客希望产品多样化、价格合理、质量高、服务周到以及交
货迅速。因此，从现在起，无论在良好的还是糟糕的经济周期内，只有那些能在上述种种方
面紧跟步伐的公司才能求得生存。
  尽管说制造业是一个不可分割整体可能像是华丽的政治口号，但是事实就是美国制造业
的崛起和衰落其实都是一家的买卖（will occur one firm at a time）。的确，实施一套从税制到
教育改革的宏观政策的确会对整个行业有所帮助；但是每个企业的最终成功从根本上说取决
于其管理的有效性（the effectiveness of its management） 。因此，确切地说，我们的经济以及
我们未来的生活方式，都取决于美国制造业的管理者们如何适应新的全球性竞争环境并且帮
助他们的企业紧跟时代步伐。

谢谢楼主，我找了好久了
楼主你有英文版的吗？

下错了

请问这本书有新版么？

很有意思的研究