运营管理讲义

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Dr.WenJieWang DonghuaUniversity2009,*,Reference Books,运营管理（第9版），理查德 B. 蔡斯等著，任建标等译，机械工业出版社，2003年,Richard B. Chase, et al, Operations Management for Competitive Advantage (9th Edition), China Machine Press (机械工业出版社), McGraw Hill Education，2002,生产与运作管理-制造与服务,（第8版），理查德 B. 蔡斯等著，宋国防等译，机械工业出版社，2001,制造资源计划基础,，陈启申 编著，企业管理出版社,William J. Stevenson, Production/Operations Management, fifth edition,美詹姆斯.菲茨西蒙等著， 服务管理,(ServiceManagement)，,机械工业出版社，,1998,1,Dr.WenJieWang DonghuaUniversity2009,课程重,点,点,OM基,本,本知识,国际OM领域,：,：新的,管,管理方,法,法,科学的OM管,理,理方法,2,Dr.WenJieWang DonghuaUniversity2009,Evaluation,EVALUATION COMPOENT,PERCENT,平时成绩(出勤情况, 课堂讨论),10,运作管理作业1,10,运作管理作业2,10,Final Examination,70,Total,100%,3,Dr.WenJieWang DonghuaUniversity20,09,课程教,学,学安排,序号,周,日期,授课内容,备注,1,1,2008.2.23,Chapter 1 Introduction,2,2008.2.26,Chapter 2 Operations Strategy,Assignment 1: 论文学习作业布置,Deadline：,2008.3.12 (2周后),3,2,2008.3.2,Chapter 3 Product Design,4,2008.3.5,5,3,2008.3.9,Chapter 4 Location Planning,6,2008.3.12,Chapter 5 Facility Layout,Submission: 交论文学习作业1,7,4,2008.3.16,Chapter 6 Strategy Capacity Decision,Assignment 2: 案例讨论布置,8,2008.3.19,Chapter 7 Services Design,9,5,2008.3.23,Chapter 8 Total Quality Management,10,2008.3.26,Chapter 9,Inventory Management,11,6,2008.3.30,Textbook Case Discussion,Discussion: 小组案例讨论,12,2008.4.2,Chapter 10,Just In Time (JIT),13,7,2008.4.6,Chapter 11 MRP & MRPII (1),14,2008.4.9,MRP & MRPII (2),15,8,2008.4.13,论文作业分析，复习答疑,Submission: 交案例讨论作业,16,2008.4.16,考试,4,Dr.WenJieWang DonghuaUniversity2009,Chapter 1Introduction,What is OperationsManagement?,Production System,Historical Development,Trend,5,Dr.WenJieWang DonghuaUniversity2009,1.What is OperationsManagement?,PM:,生产管,理,理,POM:,生产与,运,运作管,理,理,OM:,运作管,理,理,制造管,理,理,生,生,产,产管理,生,生产与,运,运作管,理,理,运,运作管,理,理,6,Dr.WenJieWang DonghuaUniversity2009,OMdefinition,Operations Management(OM),isdefined as thedesign,operation, andimprovementofthesystem,that createanddeliverthe firm,sprimary productsandservices.,7,Dr.WenJieWang DonghuaUniversity2009,运作管理,生产系统设计,生产系统运行,与,与控制（知识,与,与技巧）,生产战略,生产类型选择,生产能力发展,产品与工艺技,术,术,作业管理决策,纵向一体化,生产企业服务,战,战略,产品和服务设,计,计,工艺选择,生产能力,设施布置,工作系统设计,选址规划与分,析,析,综合计划,库存管理,物料需求计划,进度安排,质量管理,项目管理,管理决策的定,量,量方法,企业战略规划,生产战略要素,供应链管理,生产系统改进,敏捷制造,准时生产系统,最优生产技术,精益生产,计算机集成制,造,造系统,预测,企业资源计划,划,划,8,Dr.WenJieWang DonghuaUniversity2009,OM, OR/MS, IE的不同点,OM:运作管,理,理,A field of,management,OR/MS：,运,运筹学/管理,科,科学,The application of,quantitative,methods to decision making inall fields,IE：工业工,程,程,An,engineering,discipline，如,工,工厂自动化,9,Dr.WenJieWang DonghuaUniversity2009,2. Production System,Introduction,Design,Operations,Typesof Process,Differencesbetween Services and Goods Production (Manufacturing),10,Dr.WenJieWang DonghuaUniversity2009,运作管理的定,义,义,运作管理就是,对,对,提供公司主要,产,产品或服务的,系,系统,进行设计，运,行,行和改进。,Operations Management (OM),is defined as thedesign, operation,and improvement of,the system that create and deliverthe firms primaryproducts and services,11,Dr.WenJieWang DonghuaUniversity2009,Production System,生产系统,输入,输出,5Ps,In general,a productionsystem is one that,transforms,raw materials andinputby,a certain processor a varietyof transformationactivities,into adesired product.,12,Dr.WenJieWang DonghuaUniversity2009,生产系统中发,生,生的转换过程,物理过程,例,例如：,生,生产,位置变化过程,例,例如：,运,运输,交易过程,例,例如：,零,零售,存储过程,例,例如：,库,库存,生理过程,例,例如：,健,健康保养,信息过程,例,例如：,电,电信,13,Dr.WenJieWang DonghuaUniversity2009,Transformations,Physical-manufacturing,Location -transportation,Exchange-retailing,Storage-warehousing,Physiological-health care,Informational-telecommunications,14,Dr.WenJieWang DonghuaUniversity2009,典型系统的输,入,入-转换-输,出,出关系,系统,主,主要输入,资,资源,主,主要转,换,换功能,期,期望输,出,出,医院,病,病人,医,医生、护,士,士,健,健康护理(生,理,理),健,健康人,药品供应、设,备,备,餐厅,饥,饥饿的顾,客,客,食,食,品,品、厨师、服,务,务员,精,精,美,美食物、舒适,满,满意的顾客,的环境(物理,和,和交易),汽车工厂,钢,钢板、动,力,力、部件,工,工具、设,备,备、工人,装,装配和,制,制造汽车,高,高质量的汽,车,车,(物理),学院和大学,高,高,中,中毕业生,教,教师、教,材,材和教室,知,知识和技,能,能 (信息),受,受,教,教育的人,百货商店,顾,顾客,展,展示、商,品,品的存储,吸,吸引顾,客,客、推销产品,满,满意的顾客,售货员,供,供应,订,订货(交易),15,Dr.WenJieWang DonghuaUniversity2009,生产系统的运,作,作资源5Ps,People,人力：直接和,间,间接,劳动力,Plant,工厂：进行生,产,产的,工厂,和服务分支,部门,Parts,物料：贯穿在,整,整个系统的,原料,（服务，供给,品,品）,Process,工艺过程：设,备,备和产品完成,的,的,步骤,Planning andcontrol system,计划和控制：,运,运行系统的过,程,程控制和信息,管,管理,16,Dr.WenJieWang DonghuaUniversity2009,2) Production Systems Design,Product andServices Design,Process Selection,Capacity Management,Facility Layout,Job Design and Work Measurement,Location Planning,17,Dr.WenJieWang DonghuaUniversity2009,3) Operations,Forecasting,Aggregate Planning,Inventory Control,Material Requirements Planning(MRP),Operations Scheduling,SupplyChainManagement,Quality Management,Project Management,Waiting Line,18,Dr.WenJieWang DonghuaUniversity2009,4) Types of Processes,（1）按产品,的,的标准化程度,及,及产量,（2）按满足,需,需求的方式分,类,类,（3）按生产,的,的连续程度,19,Dr.WenJieWang DonghuaUniversity2009,（1）,按产品的标准,化,化程度及产量,单件,产品品种繁多,每种产品生产,一,一台或几台,生产稳定性和,专,专业化程度很,低,低,成批,产品产量较少,，,，品种较多,专业化程度较,低,低,大量,产品产量大而,品,品种少,重复生产一种,或,或少数几种类,似,似的产品,专业化程度较,高,高,20,Dr.WenJieWang DonghuaUniversity2009,Process FlowStructures,Job shop,Batchshop,Assembly Line,Continuous Flow,21,Dr.WenJieWang DonghuaUniversity2009,IV.,Continuous,Flow,III.,Assembly,Line,II.,Batch,I.,Job,Shop,Low,Volume,One of a,Kind,Multiple,Products,Low,Volume,Few,Major,Products,Higher,Volume,High,Volume,High,Standard-,ization,Commercial,Printer,French Restaurant,Heavy,Equipment,Coffee Shop,Automobile,Assembly,Burger King,Sugar,Refinery,Flexibility (High),Unit Cost (High),Flexibility (Low),Unit Cost (Low),22,Dr.WenJieWang DonghuaUniversity2009,（2）按满足,需,需求的方式分,类,类,备货型生产,(Make-to-Stock, MTS),按已有的标准,产,产品或产品系,列,列进行的生产,，,，生产的目的,是,是为了补充库,存,存。通过成品,库,库存随时满足,用,用户需求。例,如,如，家用电器,、,、标准件、汽,车,车等的生产。,订货型生产,(Make-to-Order, MTO),按用户订单进,行,行的生产。用,户,户提出各种各,样,样的要求，包,括,括产品性能、,数,数量、等，经,过,过协商确定出,价,价格和交货期,等,等要素，然后,组,组织设计和生,产,产。如船舶、,大,大型工业锅炉,等,等。,MTO和MTS的生产组织,有,有很大的不同,23,Dr.WenJieWang DonghuaUniversity2009,（3）按生产,的,的连续程度,连续式/半连续,加,加工,产品导向型,（product focus,）,）,流程式,Continuous Flow,重复型（模块）,Repetitive process,间歇型,Intermittent process,工艺导向型,(process focus),批量生产,（Batch）,工艺专门化,（Job Shop）,24,Dr.WenJieWangDonghuaUniversity2009,5) 服务与生,产,产的区别,Serviceis anintangible process,服务是无形过程,Goods is the physicaloutputof a process,产品是物理输出,过,过程。,25,Dr.WenJieWangDonghuaUniversity2009,Manufacturingvs Service,Characteristic,Output,Customer contact,Uniformity of input,Labor content,Uniformity of output,Measurement of productivity,Opportunity to correct,Manufacturing,Tangible,Low,High,Low,High,Easy,High,Service,Intangible,High,Low,High,Low,Difficult,Low,quality problems,High,26,Dr.WenJieWangDonghuaUniversity2009,服务与生产的,共同点,制造者提供多种,服,服务，作为产品,的,的一部分，而许,多,多服务者也提供,有,有形的产品，分,销,销给顾客或在提,供,供服务过程中消,费,费产品。(例如,：,：麦当劳),These differences arebeginning tofade,in manycases,27,Dr.WenJieWangDonghuaUniversity2009,4. HistoricalDevelopment,1911年以前,，,，,探索和研究,1911年以后,，,，,科学管理,70年代，,计算机在管理中,的,的应用,28,Dr.WenJieWangDonghuaUniversity2009,1911年以前,，,，探索和研究,1770s，Industrial Revolution,（机器代替了人,）,）,1776，亚当.斯密在国富,论,论中，讨论,了,了劳,动,动分工经济利益,1790s，Eli Whitney, interchangeableparts,29,Dr.WenJieWangDonghuaUniversity2009,1911年以后,，,，科学管理,1911，FredericW. Taylor, Scientific mgt.,1911，Frank andLillian Gilbreth, Motion study,1912，Henry L.Gantt,Activity scheduling chart,1913，Henry Ford, Moving assembly line,1915，F.W.Harris，Economic lotsize,1930，Elton Mayo et al, worker motivation,1935，Walter Shewhartet al，Qualitycontrol,1940s，OR applications etc.,30,Dr.WenJieWangDonghuaUniversity2009,31,Dr.WenJieWangDonghuaUniversity2009,五、POM发展,趋,趋势,发展柔性供应链,实现产品,/,服务的顾客化大,量,量生产,(mass customization).,对全球性供应商,、,、生产与分销网,络,络的管理,.,通过,“,服务性工厂（,ServiceFactory,）,”,创造新的竞争力,.,从服务性企业获,得,得更好的服务，,如,如物流服务等,.,32,Dr.WenJieWangDonghuaUniversity2009,企业,POM,新策略,大规模定制生产,（Mass Customization）,用大批量生产的,效,效率和成本满足,顾,顾客定制化（个,性,性化）需求。,供应链管理,(SupplyChainManagement),现代物流管理,配送中心,价值链分析,传统供应系统的,整,整合,E-,运作,(E-Operations),33,Dr.WenJieWangDonghuaUniversity2009,Chapter2 OperationsStrategy & Competitiveness,Strategy 战略,Competitiveness 竞争力,Productivity,生,生产率,34,Dr.WenJieWangDonghuaUniversity2009,Operations Strategy,Operations strategy,is concerned with setting broad policies and plans for using the resources ofa firmto best support itslong-term competitive strategy.,制定企业各项主,要,要政策和计划，,以,以利用企业资源,最,最大限度地支持,企,企业的长期竞争,战,战略,35,Dr.WenJieWangDonghuaUniversity2009,生产与运作战略,概,概念,1,企业经营战略,：指在商品经济,条,条件下，企业根,据,据经营环境的变,化,化、发展趋势，,为,为求得生存、发,展,展、实现企业的,经,经营发展目标，,对,对企业经营作出,的,的全局性、方向,性,性和长远性的决,策,策.,2,生产运作战略,：在企业经营战,略,略的总体框架下,，,，决定如何通过,运,运作活动来达到,企,企业的整体经营,目,目标，它通过对,企,企业各种资源要,素,素和内、外部环,境,境的分析，对,和,和生产运作管理,和,和生产运作系统,有,有关的基本问题,进,进行分析和判断,，,，确定总的指导,思,思想以及一系列,决,决策原则,36,Dr.WenJieWangDonghuaUniversity2009,Operations Strategy,Customer Needs,Corporate Strategy,Operations Strategy,Alignment,Core,Competencies,Decisions,Processes, Infrastructure, and Capabilities,37,Dr.WenJieWangDonghuaUniversity2009,Operations Strategy Framework,Customer Needs,New : Old,product : product,Competitive,dimensions & reqs.,Quality, Dependability,Speed, Flexibility, and Price,Operations & Supplier capabilities,Technology,People,Systems,R&D,CIM,JIT,TQM,Distribution,Support Platforms,Financial management,Human resource management,Information management,Enterprise capabilities,38,Dr.WenJieWangDonghuaUniversity2009,Competitiveness,价格,：成本,质量,：产品质量和可,靠,靠性,产品/劳务,：产品/劳务的,差,差异性（特质）,柔性,(flexibility)：,为,为顾客提供多种,类,类型产品,的,的能力,时间,：交货速度和交,货,货可靠性（在承,诺,诺交货期交货）,其他（服务）,39,Dr.WenJieWangDonghuaUniversity2009,Productivity Measurement,Productivity =,Outputs,Inputs,40,Dr.WenJieWangDonghuaUniversity2009,不同生产率度量,法,法,Partialmeasures单因素度量,法,法,Output/(singleinput),产出/劳动，产,出,出/机器，产出/资本，产出/,能,能量,Multi-factor measures,多,多要素度量,Output/(multiple inputs),产出/(劳动+,机,机器)，产出/(劳动+资本+,能,能量),Total measure总,度,度量法,Output/(totalinputs),生产的商品或劳,务,务/生产过程中,的,的全部投入,41,Dr.WenJieWangDonghuaUniversity2009,生产率计算举例,1. 4个工,人,人8次小时内铺,放,放720平方码,地,地毯,生产率720,（48）22.5平方码/小时,2. 一台,机,机器在2小时内,生,生产出68件可,用,用的产品,生产率68234件/小,时,时,3. 多要,素,素,产出：1760,单,单位,投入：人工1000美元；材料520美元；管,理,理费2000美,元,元,多要素生产率1760（1000520,2000）0.5单位/美,元,元,42,Dr.WenJieWangDonghuaUniversity2009,Chapter3 产品设计,（一）产品开发的重要,性,性,（二）,产品开发过程,（三）,产品创意的来源-,Customer,（四）,产品开发方法,（五）,产品的制造设计,43,Dr.WenJieWangDonghuaUniversity2009,（二）产品开发,过,过程,市场营销,Marketing,为新产品开发提,供,供新概念,为现有产品生产,线,线制定产品规范,。,产品开发,ProductDevelopment,将产品技术概念,转,转移至最终设计,。,。,制造,Manufacturing,选择和构造制造,产,产品的过程。,44,Dr.WenJieWangDonghuaUniversity2009,营销与销售,产,产品,开,开发,制,制造,顾客市场,系统,产品规范,市场营销,先进研究,产品设计,销售,过程规划,生产,顾客市场系统,需求,新产品,概念,技术,概念,促销,响应,顾客订单,生产订单,产品,45,Dr.WenJieWangDonghuaUniversity2009,TypicalPhasesof Product Design Development,ConceptDevelopment,ProductPlanning,Product/Process Engineering,Pilot Production/Ramp-Up,46,Dr.WenJieWangDonghuaUniversity2009,（三）产品创意,的,的来源,-Customer,Assessing customersneeds and wants,Customer satisfaction,47,Dr.WenJieWangDonghuaUniversity2009,面向顾客的产品,设,设计,Customer Satisfaction,QualityFunction Deployment(QFD),质量功,能,能展开,V,alue,A,nalysis /,V,alue,E,ngineering,价值分,析,析与价,值,值工程,48,Dr.WenJieWang DonghuaUniversity2009,质量功,能,能展开,（,（QFD）,A Formaltechniquefor translating thevoiceofthecustomerintothelanguageofdesign andmanufacturing engineers.,将顾客,的需求,融,融入产,品,品和服,务,务开发,流,流程的,一,一种结,构,构性方,法,法,DevelopedinMatsubishis Kobe, Japan,shipyardsinthe 1970(by Japan professorYoji Akao),20世,纪,纪80,年,年代晚,期,期，流,入,入美国,49,Dr.WenJieWang DonghuaUniversity2009,50,Dr.WenJieWang DonghuaUniversity2009,51,Dr.WenJieWang DonghuaUniversity2009,绘制质,量,量屋的,步,步骤,ConsidertheVoiceofthe customer,考虑客,户,户的需,求,求,Perform Competitive Analysis,竞争分,析,析,ConsidertheVoiceofthe Engineer,工程师,的,的考虑,Look forCorrelation,相关性,分,分析,Perform TechnicalComparison withCompetitors,技术方,面,面与竞,争,争对手,的,的比较,分,分析,6Evaluate DesignTrade-off,方案的,比,比较评,定,定,52,Dr.WenJieWang DonghuaUniversity2009,HouseofQuality,Trade-off matrix,Design characteristics,Customer requirements,Target values,Relationship matrix,Competitive assessment,Importance,1,2,3,4,5,6,53,Dr.WenJieWang DonghuaUniversity2009,HouseofQuality,Irons well,Easy and safe to use,Competitive Assessment,Customer Requirements,12345,Presses quickly9BA,X,Removes wrinkles8AB,X,Doesnt stick to fabric6,X,BA,Provides enough steam8AB,X,Doesnt spot fabric6,X,AB,Doesnt scorch fabric9A,X,B,Heats quickly6,X,BA,Automatic shut-off3AB,X,Quick cool-down3,X,AB,Doesnt break when dropped5AB,X,Doesnt burn when touched5AB,X,Not too heavy8,X,AB,54,Dr.WenJieWang DonghuaUniversity2009,HouseofQuality,Figure 3.9,Energy needed to press,Weight of iron,Size of soleplate,Thickness of soleplate,Material used in soleplate,Number of holes,Size of holes,Flow of water from holes,Time required to reach 450 F,Time to go from 450 to 100,Protective cover for soleplate,Automatic shutoff,Customer Requirements,Presses quickly-+-,Removes wrinkles+,Doesnt stick to fabric-+,Provides enough steam+,Doesnt spot fabric+-,Doesnt scorch fabric+-+,Heats quickly-+-,Automatic shut-off+,Quick cool-down-+,Doesnt break when dropped+,Doesnt burn when touched+,Not too heavy+-+-,Irons well,Easy and safe to use,55,Dr.WenJieWang DonghuaUniversity2009,HouseofQuality,Energy needed to press,Weight of iron,Size of soleplate,Thickness of soleplate,Material used in soleplate,Number of holes,Size of holes,Flow of water from holes,Time required to reach 450,Time to go from 450 to 100,Protective cover for soleplate,Automatic shutoff,-,-,+,+,+,56,Dr.WenJieWang DonghuaUniversity2009,HouseofQuality,Energy needed to press,Weight of iron,Size of soleplate,Thickness of soleplate,Material used in soleplate,Number of holes,Size of holes,Flow of water from holes,Time required to reach 450,Time to go from 450 to 100,Protective cover for soleplate,Automatic shutoff,Units of measure,ft-lblbin.cmtyeammoz/ssecsecY/NY/N,Iron A,31.48x42SS27150.545500NY,Iron B,41.28x41MG27150.335350NY,Our Iron (X),21.79x54T35150.750600NY,Estimated impact,344454325530,Estimated cost,333343334452,Targets,1.28x53SS3030500,Design changes,*,Objective measures,57,Dr.WenJieWang DonghuaUniversity2009,Designingfor theCustomer:Value Analysis/Value Engineering (VA/VE),Achieve equivalentorbetter performance at a,lowercost,whilemaintainingallfunctionalrequirementsdefinedbythecustomer.,Does theitem haveany designfeaturesthat arenotnecessary?,Cantwo or morepartsbecombinedintoone?,Howcan we cutdown theweight?,Aretherenonstandardpartsthatcanbeeliminated?,58,Dr.WenJieWang DonghuaUniversity2009,工业设,计,计 IndustrialDesign,稳健型,设,设计,R,obust,D,esign,计算机,辅,辅助设,计,计,C,omputer,A,ided,D,esign,模块化,设,设计,M,odular,D,esign,成组技,术,术,G,roup,T,echnology,（四）,产,产品开,发,发方法,59,Dr.WenJieWang DonghuaUniversity2009,RobustDesign:Design thatresultsinproductsorservicesthat canfunctionover abroadrangeofconditions,RobustDesign,60,Dr.WenJieWang DonghuaUniversity2009,Computer-AidedDesign,Computer-AidedDesign(CAD),isproduct designusingcomputergraphics.,increasesproductivity of designers,3to10times,creates adatabasefor manufacturinginformationonproductspecifications,providespossibilityofengineeringandcostanalysisonproposeddesigns,61,Dr.WenJieWang DonghuaUniversity2009,模块化设计,模块化设计,可,可在生产多,品,品种产品时,用,用相对少的,品,品种部件。,基本的想法,：,：发展一系,列,列的基本产,品,品部件（或,组,组件），这,些,些部件能被,装,装配成大量,的,的不同产品,。,。,62,Dr.WenJieWang DonghuaUniversity2009,Design formanufacturing(DFM),Design forassembly(DFA),Design fordisassembly (DFD),Design forrecycling(DFR),Product design,63,Dr.WenJieWang DonghuaUniversity2009,（五）,产品的制造,设,设计,Design formanufacturability,Beyond theoverall objective to achievecustomer satisfaction while makinga reasonable profitis:,Design forManufacturing(DFM),The designersconsideration of theorganizationsmanufacturingcapabilities when designing aproduct.,The more general term,design foroperations,encompasses servicesas well as manufacturing,64,Dr.WenJieWang DonghuaUniversity2009,Design forManufacturability,Traditional Approach,“We designit,you buildit” or “Over the wall”,ConcurrentEngineering,“Lets work togethersimultaneously,”,”,65,Dr.WenJieWang DonghuaUniversity2009,ConcurrentEngineering Defined,Concurrentengineering,can be definedas the,simultaneous,development ofproject designfunctions,with,open,and,interactive communication,existing amongall team members forthepurposes of,reducing time to market,decreasingcost, and,improvingquality,and,reliability,.,66,Dr.WenJieWang DonghuaUniversity2009,并行工程,C,oncurrent,E,ngineering,指侧重于交,叉,叉职能的集,成,成、产品的,同,同步开发及,相,相应的实现,过,过程,。,Cross-functional teams,团队是CE,最,最基本的综,合,合机制，有,三,三种形式：,计划管理团,队,队,技术团队,设计 -,建,建造团队,CE方法的,优,优点： 主,要,要是节约了,完,完成项目的,时,时间,67,Dr.WenJieWang DonghuaUniversity2009,第四章,选,选址战,略,略,选址战略的,目,目标,影响选址决,策,策的因素,评价选址方,案,案的方法,68,Dr.WenJieWang DonghuaUniversity2009,一、选址战,略,略的目标,-选址,能,能给企业带,来,来最大化的,收,收益,工业选址：,追,追求成本最,小,小化,零售业和专,业,业服务业：,追,追求收益最,大,大化,仓库：综合,考,考虑成本和,运,运输速度问,题,题,69,Dr.WenJieWang DonghuaUniversity2009,二、影响选,址,址决策的因,素,素,选择国家,选择地区,具体位置决,策,策,70,Dr.WenJieWang DonghuaUniversity2009,制造业选址,标,标准,（1）,接近顾客,商业氛围（,商,商圈）,总成本,基础设施,劳动力素质,供应商,71,Dr.WenJieWang DonghuaUniversity2009,政治风险,政府壁垒,当地政府的,优,优惠政策和,社,社区环境,环保条例,制造业选址,标,标准,（2）,72,Dr.WenJieWang DonghuaUniversity2009,三、评估选,址,址方案的方,法,法,因素评分法,选址盈亏平,衡,衡法,重心法,运输模型,73,Dr.WenJieWang DonghuaUniversity2009,因素评分法,的,的步骤,列出所有相,关,关因素（如,市,市场位置、,水,水源供应等,等,等）,赋以每个因,素,素以权重，,以,以反映它在,公,公司决策中,的,的相对重要,性,性。各因素,比,比重总和一,般,般是1.00。,给每个因素,的,的打分取值,设,设定一个范,围,围（如0100）,用设定的取,值,值范围就各,个,个因素给每,个,个备选地址,打,打分,将每个因素,的,的得分与其,权,权重相乘，,计,计算出每个,备,备选地址的,总,总分,考虑以上计,算,算结果，选,取,取总分最高,的,的地址作为,最,最佳选择。,74,Dr.WenJieWang DonghuaUniversity2009,选址盈亏平,衡,衡分析法的,步,步骤,确定每个地,址,址的固定成,本,本与可变成,本,本,绘出每个地,址,址的成本，,纵,纵轴表示成,本,本，横轴表,示,示年生产量,选择对应于,期,期望产量，,总,总成本最小,的,的厂址,75,Dr.WenJieWang DonghuaUniversity2009,重心法,1）重心法,是,是一种布置,单,单个设施的,方,方法，考虑,现,现有设施之,间,间的距离和,要,要运输的货,物,物量。常用,于,于中间仓库,或,或分销仓库,的,的选择。,2） 重心,法,法首先要在,坐,坐标系中标,出,出各个地点,的,的位置，目,的,的在于确定,各,各点的相对,距,距离。,76,Dr.WenJieWang DonghuaUniversity2009,重心法使用,的,的公式,式中：C x, 重心,的,的x坐标；,C y , 重心的y坐标；,d ix, 第i个地点的x坐标；,d iy, 第i个地点的y坐标；,Vi ,运,运到第i,个,个地点或第,个,个地点运出,的,的货物量,77,Dr.WenJieWang DonghuaUniversity2009,HIOCTANE,精,精炼公司,要,要在长滩,（,（LONG BEACH）,的,的精炼厂,和,和主要批,发,发点中间,设,设立中间,仓,仓库。工,厂,厂与各批,发,发点之间,运,运出运入,的,的汽油数,量,量如表：,位置,每,每月汽,油,油购买量/1000000,加,加仑,长滩1500,阿讷海姆250,拉哈伯450,格兰德勒350,千橡 树450,重心法案,例,例,（1）,78,Dr.WenJieWang DonghuaUniversity2009,长滩（第,一,一个地点,）,）坐标点,（,（325,，,，75）Vi=1500,重心法案,例,例,（2）,长滩（LONGBEACH）的精,炼,炼厂和主,要,要批发点,的,的位置见,下,下图,500,400,300,200,100,0100200300400500,千橡树（25，450,）,格兰德勒,（,（350,，,，400,）,）,拉哈伯（450，350）,重心（308，217）,长滩（325，75）,阿讷海姆,（,（400,，,，150,）,）,79,Dr.WenJieWang DonghuaUniversity2009,解：根据,前,前图和表,的,的信息，,计,计算重心,的,的坐标：,X和Y的,值,值分别为308和217，,为,为寻找新,的,的地点提,供,供了参考,点,点。,重心法案,例,例,（3）,80,Dr.WenJieWang DonghuaUniversity2009,第五章,作,作,业,业布局策,略,略,作业布局,的,的类型,工艺导向,布,布局,产品导向,布,布局,办公室布,局,局,零售商店,布,布局,81,Dr.WenJieWang DonghuaUniversity2009,一、作业,布,布局的类,型,型,（1）,固定位置,的,的布局：,大,大型项目,需要将材,料,料搬运到,工,工作地点,周,周围的有,效,效存储区,域,域,工艺导向,布,布局：机,械,械厂，医,院,院，纺织,厂,厂,对每种产,品,品进行不,同,同的物料,流,流管理,小批量，,多,多品种，,间,间断生产,产品导向,布,布局：重,复,复/连续,生,生产，,安排在制,品,品从一个,工,工作站到,下,下一个工,作,作站,82,Dr.WenJieWang DonghuaUniversity2009,作业布局,的,的类型,（2）,办公室布,局,局,安排那些,需,需要频繁,接,接触的工,作,作人员位,置,置相近,零售业/,服,服务业布,局,局,使顾客更,容,容易注意,到,到高利润,的,的产品,获得单位,面,面积货架,最,最大利润,仓库布局,在低成本,存,存贮和低,成,成本材料,处,处理之间,平,平衡,83,Dr.WenJieWang DonghuaUniversity2009,二、工艺,导,导向布局,ProcessLayout,84,Dr.WenJieWang DonghuaUniversity2009,工艺导向,布,布局,工艺导向,布,布局：,合理安排,部,部门或工,作,作中心的,位,位置，,以,以减少材,料,料的处理,成,成本（零,件,件和人员,流,流动较多,的,的部门应,该,该相邻）,最小材料,处,处理成本,的,的计算,85,Dr.WenJieWang DonghuaUniversity2009,三、产品,导,导向布局,产品导向,布,布局的类,型,型,生产线,装配线,产品导向,布,布局的目,的,的,使生产线,或,或装配线,的,的不平衡,减,减至最小,装配线平,衡,衡,将人员之,间,间或机器,之,之间的不,平,平衡降低,到,到最小,86,Dr.WenJieWang DonghuaUniversity2009,1）节拍,相邻,两,两个产品,通,通过装配,线,线尾端的,间,间隔时间,。,。,2）作业,基,基本单元,操作,者,者完成传,递,递零件或,完,完成装配,的,的基本单,元,元（不能,再,再分解）,3）作业,的,的先后关,系,系,装配线平,衡,衡问题就,是,是将所有,基,基本工作,单,单元分配,到,到各工作,站,站，使之,完,完成最多,的,的操作量,，,，达到最,低,低的闲置,时,时间。,装配线要,素,素：,87,Dr.WenJieWang DonghuaUniversity2009,装配线平,衡,衡的步骤,：,：,1）用一,个,个流程图,表,表示作业,先,先后关系,（,（园圈, 作业,、,、箭头,作业操,作,作顺序）,2）求出,生,生产节拍,（,（C）,C=,每天的生,产,产时间,每天的计,划,划产量,3）求出,满,满足节拍,要,要求的最,少,少工作站,理,理论值,N