《管理学》（第11版）课件：ppt19

Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-1 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-2 解释运营管理的作用 定义价值链管理的性质和目的 描述如何实施价值链管理 讨论当今的运营管理事项Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-3 运营管理的角色 运营管理：把各种资源转化为成品和服务的转换过程 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-4 对生产率的管理 生产率 产品或服务的总产出除以创造该总产出所需的投入 由人员变量和运营变量组合而成 生产率提高所带来的利益 经济增长和发展 获得更高的工资和利润而不导致通货膨胀 由于更低的成本而增强竞争能力Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-5 服务和制造 制造型企业：生产有形的物质产品 的组织 服务型组织：以服务的形式生产非物质产出 的组织Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-6 图表19-1Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-7 运营管理的战略角色 现在制造业起源于100多年前的美国 二战后，美国制造商主要关注于其他职能领域，而不是制造领域 到20世纪70年代末时，外国竞争者对制造技术进行了整合，正在生产物美价廉的产品 美国制造商做出了应对：投入巨资来改进制造技术，对组织进行重组，在战略规划中包含对生产的要求Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-8 采用价值链管理来实施运营管理 价值：顾客愿意放弃资源（通常是金钱）来换取的产品或服务的性能特征、特性、属性以及其他任何方面 价值链：整个组织在从原材料到成品的每个步骤中依次能够增加价值的工作活动集合 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-9 采用价值链管理来实施运营管理（续）价值链管理：沿着整个价值链来有序管理各种工作活动和信息的完整过程 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-10 价值链管理 价值链管理的要求 一种新的商业模式 协调与协作 对信息技术的投资 组织过程的变革 领导层的支持 灵活的工作岗位以及适应能力强的优秀员工 能够提供支持的组织文化和态度 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-11 价值链战略 组织过程：组织完成其工作的方式 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-12 图表19-2Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-13 价值链管理面临的障碍 组织障碍 拒绝或不愿意分享信息 不愿意改变现状 对工作保障的担忧 文化态度 缺乏信任或者信任太多 担心失去决策权 能力要求 缺乏或无法开发出必需的技能来实施价值链管理Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-14 价值链管理面临的障碍（续）人员 缺乏坚定不移的承诺和执行 拒绝采用灵活的措施来满足新情况的要求 没有动机来实现更高绩效 缺乏训练有素的管理者来领导价值链管理Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-15 图表19-3Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-16 当今的运营管理事项 技术在制造中的作用 提高生产设施的自动化程度和整合程度，更有效地控制成本 预知性维修、远程诊断和设施成本节省 质量：产品或服务非常可靠地达到预期要求并满足顾客期望的能力 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-17 当今的运营管理事项（续）改进质量的各种措施 为质量而计划 为质量而组织和领导 为质量而控制Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-18 质量目标 ISO 9000：由国际标准化组织建立的一系列国际质量管理标准，这些标准为制造流程制定统一的指导方针，以确保产品符合顾客的要求 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-19 质量目标（续）六西格玛六西格玛：一种被设计用来减少瑕疵率以帮助降低成本、节省时间和提高顾客满意度的质量计划 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-20 批量定制和精益组织批量定制和精益组织 批量定制：为顾客在他们希望的时间和地点、以他们希望的方式提供某种产品。精益组织：能够理解顾客需求、通过分析制造这些产品所需的所有工作活动来确定顾客所需的价值、然后从顾客角度出发来优化整个制造过程的组织。Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-21 需要掌握的术语 运营管理 制造型组织 服务型组织 生产率 价值 价值链 价值链管理 组织过程 知识产权 质量 ISO 9000 六西格玛 批量定制 精益组织Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved19-22