Factory Physics for Managers: How Leaders Improve Performance in a Post– Lean Six Sigma. by: Edward S. Pound, Jeffrey H. Bell, Mark L. Spearman, Ph.D. FACTORY. PHYSICS. FOR. MANAGERS. How Leaders Improve Performance in a Post-Lean Six Sigma World. Edward S. Pound • Jeffrey H. Bell • Mark L. From the award-winning developers of Factory Physics―a powerful leadership guide for breakthrough performance. Edward S. Pound is Chief Operations Officer at Factory Physics Inc. Mark L. Spearman, Ph.D., is the founder, president, and CEO of Factory Physics Inc. and coauthor of.
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6 days ago Sigma World - [Free] Factory Physics For Managers How Leaders Lean Six Sigma World [PDF] [EPUB] A comparison of Six Sigma™ and. FACTORY PHYSICS for Managers. nd March University of Buckingham, Buckingham, England MK18 1AL. ◊. Two day practical seminar by world. Part I reviews traditional operations management techniques and identifies the necessary Written for both engineering and management students, the authors demonstrate the Journal Article: Of Physics and Factory Physics (PDF).
You'll find ingenious new ways to improve your leadership by predictively managing the tradeoffs that every operation faces—whether it's more or less inventory or capacity, higher or lower customer service, or more or fewer products. Using this approach, you can tackle these natural conflicts in business through a practical, comprehensive science of operations.
Factory Physics for Managers makes it easier to choose and execute the best strategy for better productivity—and even bigger profits.
Full details. Table of Contents A. Dedication B. Prologue C. About the Authors 1. Science—Use It or Lose 2. Practical Science for Leaders 4. Practical Math for Managers 5. Operations Strategy and Planning 7. The perception has been that in finance and marketing, one can do something "big" or "bold" by starting daring new ventures or launching exciting new products, while in operations management one can only struggle to save a few pennies on the cost side-necessary, perhaps, but not very exciting.
Attention to detail may be a virtue in Europe or Japan, where resource limits have long been a fact of life; it is decidedly dull in the land of the cowboy.
A third cultural force permeating the American identity is an underlying faith in the scientific method. From the period of the Enlightenment, which in America took the form of the popular science of Franklin and then the pragmatic inventions of Whitney, Bell, Eastman, Edison, and others, Americans have always embraced the rational, reductionist, analytical approach of science.
The first uniquely American management system became known as scientific management. The reductionist method favored by scientists analyzes systems by breaking them down into their component parts and studying each one.
This was a fundamental tenet of scientific management, which worked to improve overall efficiency by decomposing work into specific tasks and then improving the efficiency of each task.
Today's industrial engineers and operations researchers still use this approach almost exclusively and are very much a product of the scientific management movement.
While reductionism can be an extremely profitable paradigm for analyzing complex systems-and certainly Western science has attained many triumphs via this approachit is not the only valid perspective. Indeed, as has become obvious from the huge gap between academic research and actual practice in industry, too much emphasis on individual components can lead to a loss of perspective for the overall system.
In contrast to the reductionism of the West, Far Eastern societies seem to maintain a more holistic or systems perspective. In this approach, individual components are viewed much more in terms of their interactions with other subsystems and in the light of the overall goals of the system.
This systems perspective undoubtedly influenced the development of just-in-time JIT systems in Japan, as we will discuss more thoroughly in Chapter 4. The difference between the reductionist and holistic perspectives is starkly illustrated by the differing responses taken by the Americans and the Japanese to the problem of setups in manufacturing operations.
Setup time is the time required for changeover of a machine from making one product to making another. This view made perfect sense from a reductionist perspective, in which the setups were a given for the subsystem under consideration. In contrast, the Japanese, looking at manufacturing systems in the more holistic sense, recognized that setup times were not a given-they could be reduced.
Moreover, from a systems perspective, there was clear value in reducing setup times.
Clever use ofjigs, fixtures, off-cycle preparations, and the like, which became known as single minute exchange of die, or SMED Shingo , enabled some Japanese factories to realize significantly shorter setup times than those 4This is in spite of the fact that its developer, Frederick W. Taylor, himself preferred the terms task management or the Taylor system. Chapter 1 Manufacturing in America 17 in comparable American plants. In particular, the Japanese automobile industry became among the most productive in the world.
Of course, the Japanese system had its weak points as well. Its convoluted pricing and distribution systems made Japanese electronic devices cheaper in New York than in Tokyo. Competition was tightly regulated by a traditional corporate network that kept out newcomers and led to bad investments. Strong profits of the s were plowed into overvalued stocks and real estate.
When the bubble burst in the s, Japan found itself mired in an extended recession that precipitated the "Asian crisis" throughout the Pacific Rim. But Japanese workers in many industries remain productive, their investment rate is high, and personal debt is low.
These sound economic basics make it very likely that Japan will continue to be a strong source of competition well into the 21st century. Work was carried out under two systems, the domestic system and craft guilds. In the domestic system, material was "put out" by merchants to homes where people performed the necessary operations.
For instance, in the textile industry, different families spun, bleached, and dyed material, with merchants paying them on a piecework basis. In the craft guilds, work was passed from one shop to another. For example, leather was tanned by a tanner, passed to curriers, then passed to shoemakers and saddlers.
The result was separate markets for the material at each step of the process. The first industrial revolution began in England during the midth century in the textile industry. This revolution, which dramatically changed manufacturing practices and the very course ofhuman existence, was stimulated by several innovations that helped mechanize many of the traditional manual operations.
Among the more prominent technological advances were the flying shuttle developed by John Kay in , the spinning jenny invented by James Hargreaves in Jenny was Mrs. Wallace J. Supply Chain Science. The Lean Toolbox 5th Edition. John R Bicheno. On The Plant Floor: A practical guide to daily leadership in the manufacturing factory. Bryan D Geary. Lean Thinking: James P.
About the Author Edward S. Read more. Product details Hardcover: English ISBN Start reading Factory Physics for Managers on your Kindle in under a minute. Don't have a Kindle? Try the Kindle edition and experience these great reading features: Share your thoughts with other customers. Write a customer review. Read reviews that mention factory physics supply chain six sigma physics for managers great book must read industrial engineering lean six read this book management manufacturing science operations scientific manager useful principles approach concepts equations.
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Hardcover Verified download. This is a great book! This book extends the insights developed in the classic manufacturing text "Factory Physics" by Hopp and Spearman. Hopp and Spearman's original goal was to develop a scientific framework for the management of manufacturing and supply chains.
This book extends the technical insights of the original text with guidance on how to implement this management framework in actual businesses.
It starts with an overview of the scientific principles of how supply chains work, by explaining the three key equations that govern supply chain behavior: From there it shows how to model supply chain behavior based on these principles using Demand-Stock-Production DSP models and absolute performance benchmarking models. If you work in a supply chain in any capacity, you need to understand these principles to operate effectively.
download and read this book! One person found this helpful. How Leaders Improve Performance in a Post-Lean Six Sigma World" by Ed Pound, Jeff Bell, and Mark Spearman is a must-read, which strives to illustrate the fundamental relationships between inventory, capacity, time, and variability for manufacturing firms.
It is ideal for organizational leaders, executives, technical leaders, project managers, lean-agile subject manager experts, researchers, teachers, and anyone interested in contemporary management principles for the physical sciences. Factory Physics for Managers is a readable, digestible, and valuable primer on lightweight theoretical mathematical underpinnings of lean and agile thinking, supply chain science, and pull-based, just-in-time value stream analysis.
It is meant to take audiences one step closer to the quantitative, mathematically-based science of lean and agile thinking than the typical fad-oriented organizational management texts of the last 30 years, without an advanced degree or going too deep into operations research, queuing theory, and other mathematically-oriented academic disciplines. More importantly, the authors uncover for the first time in rather scintillating, intriguing, and somewhat subtle style, the relationship between the successful design of effective lean and agile organizational systems and the organizational leaders themselves i.
While primarily geared towards capital-intensive industries such as manufacturing, heavy industry, and other civil, mechanical, and other industrial engineering fields, disciplines, and businesses, there are still some important lessons for service-based industries and proponents of 21st century information technology global giants such as site, Google, Facebook, etc.
Kindle Edition Verified download. We have major defense customers who love our automation products but are confused about how to integrate it into their processes.