运营管理培训讲义

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,1-,*,Click to edit Master title style,Operations Management,运营管理,1,Please Contact,Cell Phone,：,Email,：,2,Announcement,Please notify me in advance if you are absent or late, taking a French leave is not allowed.,According to the rules made by MBA office, those who are absent one third or above from the total classes will be barred from the final exam, no matter what grade you get in the other 2!,3,If you have any comments, please feel free to let me know, either by email, phone call or face-to-face talk, Id prefer the latter for its high efficiency. Your suggestions are welcomed so I am open to them all the time.,Besides, Id like you to treat me not only,like,a teacher, but a friend as well. Thanks for the POM course, for it serves as a bridge between us.,4,Performance Appraisal,Participation & Attendance：,25%,Assignment & Case Study in Written Form：,25%,Final Exam：,50%,5,Operations Management for Competitive Advantage,Richard B. Chase, Nicholas J. Aquilano, F. Robert Jacobs,Ninth Edition,McGraw-Hill,Text Book,6,Main Reference Books,1,Operations Management,Jay Heizer, Barry Render,/,Seventh Edition,/,Pearson Education,2,Operations Management,William J. Stevenson,/,Seventh Edition,/,McGraw-Hill,7,Guideline in Teaching This Course,Focus on birds-eye view of POM rather than a certain specific content,Focus on the managerial matter of POM rather than methodologies and techniques,Focus on the most useful segments of POM rather than a comprehensive ones, and,Lecture, case study (assignment), discussion, and site touring (speeches given by celebrities of POM) will comprise the total activities of this course.,8,How to Become A POM Expert?,You should have a sound mathematical sense for so many POM problems need to be calculated,You should have a good knowledge of computer science for it is a valuable tool to tackle POM problems,You should deal with the real problems by using the book knowledge,Last, not least, you should be familiar with the English language because the newly emerged POM techniques are mostly explained in this language.,9,Operations Management,Introduction to,Operations ManagementChapter 1,10,Outline,WHAT IS OPERATIONS MANAGEMENT?,THREE ORGANIZATIONAL FUNCTIONS,WHY STUDY OM?,OPERATIONS DESCISIONS,WHAT OPERATIONS MANAGERS DO,WHERE ARE THE OM JOBS?,11,Outline - Continued,THE HERITAGE OF OPERATIONS MANAGEMENT,OPERATIONS IN THE SERVICE SECTOR,Differences between Goods and Services,Growth of Services,EXCITING NEW TRENDS IN OPERATIONS MANAGEMENT,12,Learning Objectives,When you complete this chapter, you should be able to :,Identify or Define,:,Operations Management (OM),What operations managers do,Services,13,Learning Objectives - Continued,When you complete this chapter, you should be able to,:,Describe or Explain,:,A brief history of operations management,Career opportunities in operations management,The future of the discipline,14,What Is Operations Management?,Production,is the creation of goods and services,Operations management,is the set of activities that creates value in the form of goods and services by transforming inputs into outputs,15,Types of,Operations,Operations,Examples,Goods Producing,Farming, mining, construction,manufacturing, power generation,Storage/Transportation,Warehousing, trucking, mail,service, moving, taxis, buses,hotels, airlines,Exchange,Retailing, wholesaling, banking,renting, leasing, library, loans,Entertainment,Films, radio and television,concerts, recording,Communication,Newspapers, radio and television,newscasts, telephone, satellites,16,Operations as a System,Transformation,(Conversion),Process,Energy,Materials,Labor,Capital,Information,Goods or,Services,Feedback information for,control of process inputs,and process technology,17,Transformations,Physical-manufacturing,Locational-transportation,Exchange-retailing,Storage-warehousing,Physiological-health care,Informational-telecommunications,18,Food Process,Inputs,Processing,Outputs,Raw Vegetables,Cleaning,Canned vegetables,Metal Sheets,Making cans,Water,Cutting,Energy,Cooking,Labor,Packing,Building,Labeling,Equipment,19,Hospital Process,Inputs,Processing,Outputs,Doctors, nurses,Examination,Healthy patients,Hospital,Surgery,Medical Supplies,Monitoring,Equipment,Medication,Laboratories,Therapy,20,Organizational Functions,Essential functions:,Operations creates the product or service,Marketing generates demand, Gets customers,Finance/accounting tracks organizational performance, pays bills, Obtains funds and Tracks money,21,Functions - Bank,Operations,Finance/,Accounting,Marketing,Check,Clearing,Teller,Scheduling,Transactions,Processing,Security,Commercial Bank, 1984-1994,T/Maker Co.,Example 1,22,Organizational Charts,Commercial Bank,Operations,Teller Scheduling,Check Clearing,Transactions processing,Facilities design/layout,Vault operations,Maintenance,Security,Finance,Investments,Security,Real Estate,Accounting,Auditing,Marketing,Loans,Commercial,Industrial,Financial,Personal,Mortgage,Trust Department,23,Functions - Airline,Operations,Finance/,Accounting,Marketing,Ground,Support,Flight,Operations,Facility,Maintenance,Catering,Airline, 1984-1994,T/Maker Co.,Example 2,24,Organizational Charts,Airline,Operations,Ground support equipment,Maintenance,Ground Operations,Facility maintenance,Catering,Flight Operations,Crew scheduling,Flying,Communications,Dispatching,Management science,Finance & Accounting,Accounting,Payables,Receivables,General Ledger,Finance,Cash control,International exchange rates,Marketing,Traffic administration,Reservations,Schedules,Tariffs (pricing),Sales,Advertising,25,Functions - Manufacturer,Operations,Finance/,Accounting,Marketing,Production,Control,Manufacturing,Quality,Control,Purchasing,Manufacturing,Example 3,26,Organizational Charts,Manufacturing,Operations,Facilities:,Construction:maintenance,Production & inventory control,Scheduling: materials control,Supply-chain management,Manufacturing,Tooling, fabrication,assembly,Design,Product development and design,Detailed product specifications,Industrial engineering,Efficient use of machines, space, and personnel,Process analysis,Development and installation of production tools and equipment,Finance & Accounting,Disbursements/credits,Receivables,Payables,General ledger,Funds Management,Money market,International exchange,Capital requirements,Stock issue,Bond issues and recall,Marketing,Sales promotions,Advertising,Sales,Market research,27,Identifying Critical Success Factors,DecisionsSample Option,ProductCustomized, or standardized,QualityDefine customer expectations and how to achieve them,ProcessFacility size, technology, capacity,LocationNear supplier or customer,LayoutWork cells or assembly line,Human resourceSpecialized or enriched jobs,Supply chain Single or multiple source suppliers,InventoryWhen to reorder, how much to keep on hand,ScheduleStable or fluctuating productions rate,Maintenance Repair as required or preventive maintenance,Marketing,Service,Distribution,Promotion,Channels of distribution,Product positioning,(image, functions),Finance/Accounting,Leverage,Cost of capital,Working capital,Receivables,Payables,Financial control,Lines of credit,Production/Operations,28,“The manufacturing business of tomorrow will not be run by financial executives, marketers, or lawyers inexperienced in manufacturing, as so many U.S. companies are today.”,Peter Drucker,The Importance of OM in Tomorrow,29,关注生产环节的管理,Quality,Control,Marketing,POM,HRM,World War,1960,s,1970,s1980s,1990,s,21,th Century,OM Is Becoming A Critical Success Factor in the 21th Century,30,Why Study OM?,OM is one of three major functions (,marketing, finance, and operations,) of any organization.,We want (,and need,) to know how goods and services are produced.,We want to understand what operations managers do.,OM is such a costly part of an organization.,31,Fisher Technologies is a small firm that merely survives in stifling competition in a certain field. In order to be more competitive, Fisher Technologies needs to update its obsolete production equipment by applying a bank loan, so the company is making three optional plans in term of marketing, financing and production respectively aiming to improve profit, but which one is the most feasible?,Case Study,32,Options for Increasing Contribution,33,Ten Critical Decisions,Service, product design,Quality management,Process, capacity design,Location,Layout design,Human resources, job design,Supply-chain management,Inventory management,Scheduling,Maintenance,34,The Critical Decisions,Quality management,Who is responsible for quality?,How do we define quality?,Service and product design,What product or service should we offer?,How should we design these products and services?,35,The Critical Decisions - Continued,Process and capacity design,What processes will these products require and in what order?,What equipment and technology is necessary for these processes?,Location,Where should we put the facility,On what criteria should we base this location decision?,36,The Critical Decisions - Continued,Layout design,How should we arrange the facility?,How large a facility is required?,Human resources and job design,How do we provide a reasonable work environment?,How much can we expect our employees to produce?,37,The Critical Decisions - Continued,Supply chain management,Should we make or buy this item?,Who are our good suppliers and how many should we have?,Inventory, material requirements planning,How much inventory of each item should we have?,When do we re-order?,38,The Critical Decisions - Continued,Intermediate, short term, and project scheduling,Is subcontracting production a good idea?,Are we better off keeping people on the payroll during slowdowns?,Maintenance,Who is responsible for maintenance?,When do we do maintenance?,39,Responsibilities of Operations Management,Products & services,Planning,Capacity,Location,Make or buy,Layout,Projects,Scheduling,Controlling,Inventory,Quality,Organizing,Degree of centralization,Subcontracting,Staffing,Hiring/laying off,Use of Overtime,Directing,Incentive plans,Issuance of work orders,Job assignments,40,Operations Interfaces with a number of supporting functions,Public Relations,Accounting,Industrial,Engineering,Operations,Maintenance,Personnel,Purchasing,Distribution,MIS,41,Where are the OM Jobs,42,Where Are the OM Jobs?,Technology/methods,Facilities/space utilization,Strategic issues,Response time,People/team development,Customer service,Quality,Cost reduction,Inventory reduction,Productivity improvement,43,The Historic Evolution of Operations Management,Pre-industrial revolution,Craft production,: skilled workers, flexible tools, small quantities and customized goods,Traits: production was slow and costly, no economies of scale and thus on stimulant for production expansion.,Industrial revolution,A number of innovations changed the face of production:,James Watts steam engine (1764), James,Hargreaves, spinning jenny (1770) and Edmund Cartwrights power loom (1785).,44,The Historic Evolution of Operations Management - Continued,Scientific management,Based on observation, measurement, analysis and improvement of work methods, and economic incentives. Until then scientific management turned production from “ the rule of thumb” to the “science of management”. Frederick W. Taylor and many other pioneers contributed a lot in this stage.,The human relations movement,Scientific management ignored the human element which was emphasize by a number of psychologists who introduced a series of theories, among them Theory X, Theory Y, and Theory Z are best known.,45,The Historic Evolution of Operations Management - Continued,Decision model and management science,With the development of mathematics and due to the World War Two, many newly invented techniques were applied for the civilian use and warfare purpose. Especially, with the advent of personal computer this trend was greatly improved and a new branch of management emerged: management science which deal with the problem with mathematical method and computer.,The influence of Japanese manufacturers,During 1970s to now, Japanese manufacturers developed or refined management practices which originated from the West and greatly increased the productivity of their operations and the quality of their products and this influence exerts profound impact to their counterparts in the West.,46,The Heritage of Operations Management,47,Significant Events in Operations Management,48,The Heritage of Operations Management,Division of labor (Adam Smith 1776 and Charles Babbage 1852),Standardized parts (Whitney 1800),Scientific Management (Taylor 1881),Coordinated assembly line (Ford/Sorenson/Avery 1913),Gantt charts (Gantt 1916),Motion study (Frank and Lillian Gilbreth 1922,Quality control (Shewhart 1924; Deming 1950),Computer (Atanasoff 1938),CPM/PERT (DuPont 1957),49,The Heritage of Operations Management - Continued,Material requirements planning (Orlicky 1960),Computer aided design (CAD 1970),Flexible manufacturing system (FMS 1975),Baldrige Quality Awards (1980),Computer integrated manufacturing (1990),Globalization(1992),Internet (1995),50,Eli Whitney,Born 1765; died 1825,In 1798, received government contract to make 10,000 muskets,Showed that machine tools could make standardized parts to exact specifications,Musket parts could be used in any musket, 1995,Corel Corp.,51,Frederick W. Taylor,Born 1856; died 1915,Known as father of scientific management,In 1881, as chief engineer for Midvale Steel, studied how tasks were done,Began first motion & time studies,Created efficiency principles, 1995,Corel Corp.,52,Taylor: Management Should Take More Responsibility for,Matching employees to right job,Providing the proper training,Providing proper work methods and tools,Establishing legitimate incentives for work to be accomplished,53,Frank & Lillian Gilbreth,Frank (1868-1924); Lillian (1878-1972),Husband-and-wife engineering team,Further developed work measurement methods,Applied efficiency methods to their home & 12 children!,(Book & Movie: “Cheaper by the Dozen,” book: “Bells on Their Toes”), 1995,Corel Corp.,54,Born 1863; died 1947,In 1903, created Ford Motor Company,In 1913, first used moving assembly line to make Model T,Unfinished product moved by conveyor past work station,Paid workers very well for 1911 ($5/day!),Model T produced in1908 with 514 min. $850 each by hand to 1.19 min. $290 each in 1926 by moving assembly line .,Henry Ford,Make them all alike,!, 1995,Corel Corp.,Any color as long as its black,55,W. Edwards Deming,Born 1900; died 1993,Engineer & physicist,Credited with teaching Japan quality control methods in post-WW2,Used statistics to analyze process,His methods involve workers in decisions,56,Contributions From,Human factors,Industrial engineering,Management science,Biological science,Physical sciences,Information science,57,Significant Events in OM,Division of labor (Smith, 1776),Standardized parts (Whitney, 1800),Scientific management (Taylor, 1881),Coordinated assembly line (Ford 1913),Gantt charts (Gantt, 1916),Motion study (the Gilbreths, 1922),Quality control (Shewhart, 1924),58,Significant Events - Continued,CPM/PERT (Dupont, 1957),MRP (Orlicky, 1960),CAD,Flexible manufacturing systems (FMS),Manufacturing automation protocol (MAP),Computer integrated manufacturing (CIM),Unlike other fields of science, POM witnesses significant changes in every 10 years.,59,Operations in the Service Sector,60,Service Economies,Proportion of Employment in the Service Sector,61,Service Is a Major Job Provider in The United State,62,Jobs in the U.S,63,Organizations in Each Sector,Service Sector,Example,%,of all Jobs,Professional services, education, legal, medical,New York City PS108, Notre Dame University, San Diego Zoo,24.3,Trade (retail, wholesale),Walgreens, Wal-Mart, Nordstroms,20.6,Utilities, transportation,Pacific Gas & Electric, American Airlines, Santa Fe R.R, Roadway Express,7.2,(,Operations Management,by,Jay Heizer, Barry Render, 7e),64,Organizations in Each Sector,Service Sector,Example,%,of all Jobs,Business & Repair Services,Snelling & Snelling, Waste Management, Pitney-Bowes,7.1,Finance, Insurance, Real Estate,Citicorp, American Express, Prudential, Aetna, Trammel Crow,6.5,Food, Lodging, Entertainment,McDonalds, Hard Rock Caf, Motel 6, Hilton Hotels, Walt Disney Paramount Pictures,5.2,Public Administration,U.S., State of Alabama, Cook County,4.5,65,Organizations in Each Sector,Manufacturing Sector,Example,%,of all Jobs,General,General Electric, Ford, U.S. Steel, Intel,14.8,Construction,Bechtel, McDermott,7.0,Agriculture,King Ranch,2.4,Mining,Homestake Mining,0.4,66,Organizations in Each Sector,Summary,Sector,%,of all Jobs,Service,75.4%,Manufacturing,24.6%,67,1850 75 1900 25 50 75 2000,40 50 60 70,1970 75 80 85 90 95 2000,Percent,United States,Canada,France,Italy,Britain,Japan,W Germany,1970,2000,Services,Industry,Farming,250,200,150,100,50,0,80,%70,60,50,40,30,20,10,0,U.S. Employment, % Share,Services as a Percent of GDP,U.S. Exports of Services,In Billions of Dollars,Year 2000 data is estimated,Development of the Service Economy,68,Characteristics of Goods,Tangible product,Consistent product definition,Production usually separate from consumption,Can be inventoried,Low customer interaction, 1995,Corel Corp.,69,Characteristics of Service,Intangible product,Produced & consumed at same time,Often unique,High customer interaction,Inconsistent product definition,Often knowledge-based,Frequently dispersed, 1995,Corel Corp.,70,Goods Versus Services,Can be resold,Can be inventoried,Some aspects of quality measurable,Selling is distinct from production,Reselling unusual,Difficult to inventory,Quality difficult to measure,Selling is part of service,Goods,Service,71,Goods Versus Services - Continued,Product is transportable,Site of facility important for cost,Often easy to automate,Revenue generated primarily from tangible product,Provider, not product is transportable,Site of facility important for customer contact,Often difficult to automate,Revenue generated primarily from intangible,service.,Goods,Service,72,Key Differences,Customer contact,Uniformity of input,Labor content,Uniformity of output,Measurement of productivity,Quality assurance,These differences are beginning to fade,in many cases,73,Goods Contain Services / Services Contain Goods,0,25,50,75,100,25,50,75,100,Automobile,Computer,Installed Carpeting,Fast-food Meal,Restaurant Meal,Auto Repair,Hospital Care,Advertising Agency,Investment Management,Consulting Service,Counseling,Percent of Product that is a Good,Percent of Product that is a Service,74,Steel productionAutomobile fabrication,House buildingRoad construction,Dressmaking,Farming,Auto Repair,Appliance repair,Maid Service,Manual car wash,Teaching,Lawn mowing,Low service content,High goods content,High service content,Low goods content,Increasing,goods content,Increasing,service content,Goods-service continuum,75,Changing Challenges for the Operations Manager,76,Changing Challenges for the Operations Manager,77,Situation That Operations Face Nowadays,Globalization,Environmental Issues,Green manufacturing,Time-based competition,Time and motion study aiming to shorten processing time,Improving flexibility by reducing the setup time,Cutting R&D time by intr