383. Factory Physics

A framework (Hopp & Spearman, Factory Physics 1996) that applies queueing theory + Little’s Law + variability analysis to manufacturing. Replaces folk wisdom with quantitative laws.

383.1. The three core insights

  1. Three buffers absorb variability — capacity, inventory, time. You always pay one (or all) of these.

  2. VUT equation: queue time = Variability × Utilization × Time. Reducing any of the three reduces flow time.

  3. Best/Worst/Practical-worst-case performance curves: bound any manufacturing line’s behavior given basic parameters.

383.2. Foundational quantities (a single station)

See Critical WIP.

383.3. Little’s Law applied

For a production line at steady state:

(See Little’s Law.)

Given any two, the third is determined. Manufacturing trade-offs come down to managing these three quantities.

383.4. Best, worst, practical-worst-case

For any line:

Real lines lie between best (perfectly deterministic) and worst (max variability). PWC gives a “balanced random” baseline. See Best/Worst/PWC.

383.5. Levers for improvement

  1. Reduce variability: smaller setups (SMED), reliable equipment (TPM), uniform service times
  2. Match capacity: balance line (avoid bottleneck migration)
  3. Right-size WIP: just above critical WIP — see CONWIP
  4. Pull system control: kanban / CONWIP / drum-buffer-rope
  5. Eliminate non-value-added activities (lean / Toyota Production System)

383.6. Compared to traditional cost accounting

Traditional manufacturing cost allocation overhead-rates “fully” — pretends each unit absorbs the same overhead. Factory physics shows this is misleading:

383.7. See also