事业 · 创业者自述
亨利·福特：我的生活与工作·补录 254
亨利·福特《我的生活与工作》· My Life and Work · 领导
In order to attain continuous production and hence a continuous turning over of money we have had to plan our operations with extreme care. The plan of production is worked out very carefully each month between the sales and production departments, with the object of producing enough cars so that those in transit will take care of the orders in hand. Formerly, when we assembled and shipped cars, this was of the highest importance because we had no place in which to store finished cars. Now we ship parts instead of cars and assemble only those required for the Detroit district. That makes the planning no less important, for if the production stream and the order stream are not approximately equal we should be either jammed with unsold parts or behind in our orders. When you are turning out the parts to make 4,000 cars a day, just a very little carelessness in overestimating orders will pile up a finished inventory running into the millions. That makes the balancing of operations an exceedingly delicate matter.
出处：
https://www.gutenberg.org/ebooks/7213
定位：Additional excerpt 254 · 核对日期：2026-10-19 · 核验：短摘录
白话
为了实现连续生产、让资金持续周转，福特必须把运营计划做得极其仔细。每个月销售部门和生产部门都会一起精心制定生产计划，目标是造出足够的车，让在途车辆就能满足手头订单。以前组装整车发运时，这尤其重要，因为没地方存放成品车。现在改为发运零件，只在底特律地区组装，但计划依然关键：如果生产流和订单流不大致相等，要么积压卖不掉的零件，要么订单交付跟不上。每天要造四千辆车的零件，稍微高估一点订单，就会堆出上百万的成品库存。所以平衡生产是极其精细的活儿。
上下文
福特描述福特汽车公司如何通过精细的产销计划实现连续生产，避免库存积压或断货。
今日一问
你的生产节奏和订单节奏是否匹配？有没有因为高估需求而积压库存，或低估而交付延迟？
公版传记；原文逐字取自 Project Gutenberg，仅摘录段落并附全书链接。
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