云南大学商旅学院-运营管理.ppt

1 1 OperationsManagement运营管理 天马行空官方博客 1 2 AnnouncementPleasenotifymeinadvanceifyouareabsentorlate takingaFrenchleaveisnotallowed AccordingtotherulesmadebyMBAoffice thosewhoareabsentonethirdorabovefromthetotalclasseswillbebarredfromthefinalexam nomatterwhatgradeyougetintheother2 天马行空官方博客 1 3 Ifyouhaveanycomments pleasefeelfreetoletmeknow eitherbyemail phonecallorface to facetalk I dpreferthelatterforitshighefficiency YoursuggestionsarewelcomedsoIamopentothemallthetime Besides I dlikeyoutotreatmenotonlylikeateacher butafriendaswell ThanksforthePOMcourse foritservesasabridgebetweenus 1 4 PerformanceAppraisalParticipation Attendance 25 Assignment CaseStudyinWrittenForm 25 FinalExam 50 1 5 OperationsManagementforCompetitiveAdvantageRichardB Chase NicholasJ Aquilano F RobertJacobsNinthEditionMcGraw Hill TextBook 1 6 MainReferenceBooks1OperationsManagementJayHeizer BarryRender SeventhEdition PearsonEducation2OperationsManagementWilliamJ Stevenson SeventhEdition McGraw Hill 1 7 GuidelineinTeachingThisCourse Focusonbird s eyeviewofPOMratherthanacertainspecificcontent FocusonthemanagerialmatterofPOMratherthanmethodologiesandtechniques FocusonthemostusefulsegmentsofPOMratherthanacomprehensiveones andLecture casestudy assignment discussion andsitetouring speechesgivenbycelebritiesofPOM willcomprisethetotalactivitiesofthiscourse 1 8 HowtoBecomeAPOMExpert YoushouldhaveasoundmathematicalsenseforsomanyPOMproblemsneedtobecalculated YoushouldhaveagoodknowledgeofcomputerscienceforitisavaluabletooltotacklePOMproblems Youshoulddealwiththerealproblemsbyusingthebookknowledge Last notleast youshouldbefamiliarwiththeEnglishlanguagebecausethenewlyemergedPOMtechniquesaremostlyexplainedinthislanguage 1 9 OperationsManagementIntroductiontoOperationsManagementChapter1 1 10 Outline WHATISOPERATIONSMANAGEMENT THREEORGANIZATIONALFUNCTIONSWHYSTUDYOM OPERATIONSDESCISIONSWHATOPERATIONSMANAGERSDOWHEREARETHEOMJOBS 1 11 Outline Continued THEHERITAGEOFOPERATIONSMANAGEMENTOPERATIONSINTHESERVICESECTORDifferencesbetweenGoodsandServicesGrowthofServicesEXCITINGNEWTRENDSINOPERATIONSMANAGEMENT 1 12 LearningObjectives Whenyoucompletethischapter youshouldbeableto IdentifyorDefine OperationsManagement OM WhatoperationsmanagersdoServices 1 13 LearningObjectives Continued Whenyoucompletethischapter youshouldbeableto DescribeorExplain AbriefhistoryofoperationsmanagementCareeropportunitiesinoperationsmanagementThefutureofthediscipline 1 14 WhatIsOperationsManagement ProductionisthecreationofgoodsandservicesOperationsmanagementisthesetofactivitiesthatcreatesvalueintheformofgoodsandservicesbytransforminginputsintooutputs 1 15 TypesofOperations Operations Examples 1 16 OperationsasaSystem Transformation Conversion Process 1 17 Transformations Physical manufacturingLocational transportationExchange retailingStorage warehousingPhysiological healthcareInformational telecommunications 1 18 FoodProcess 1 19 HospitalProcess 1 20 OrganizationalFunctions Essentialfunctions Operations createstheproductorserviceMarketing generatesdemand GetscustomersFinance accounting tracksorganizationalperformance paysbills ObtainsfundsandTracksmoney 1 21 Functions Bank Example1 1 22 OrganizationalCharts 1 23 Functions Airline 1984 1994T MakerCo Example2 1 24 OrganizationalCharts Airline OperationsGroundsupportequipmentMaintenanceGroundOperationsFacilitymaintenanceCateringFlightOperationsCrewschedulingFlyingCommunicationsDispatchingManagementscience Finance AccountingAccountingPayablesReceivablesGeneralLedgerFinanceCashcontrolInternationalexchangerates MarketingTrafficadministrationReservationsSchedulesTariffs pricing SalesAdvertising 1 25 Functions Manufacturer Example3 1 26 OrganizationalCharts Manufacturing 1 27 IdentifyingCriticalSuccessFactors DecisionsSampleOptionProductCustomized orstandardizedQualityDefinecustomerexpectationsandhowtoachievethemProcessFacilitysize technology capacityLocationNearsupplierorcustomerLayoutWorkcellsorassemblylineHumanresourceSpecializedorenrichedjobsSupplychainSingleormultiplesourcesuppliersInventoryWhentoreorder howmuchtokeeponhandScheduleStableorfluctuatingproductionsrateMaintenanceRepairasrequiredorpreventivemaintenance MarketingServiceDistributionPromotionChannelsofdistributionProductpositioning image functions Finance AccountingLeverageCostofcapitalWorkingcapitalReceivablesPayablesFinancialcontrolLinesofcredit Production Operations 1 28 Themanufacturingbusinessoftomorrowwillnotberunbyfinancialexecutives marketers orlawyersinexperiencedinmanufacturing assomanyU S companiesaretoday PeterDrucker TheImportanceofOMinTomorrow 1 29 关注生产环节的管理 QualityControl Marketing POMHRM WorldWar 1960s 1970s 1980s 1990s 21thCentury OMIsBecomingACriticalSuccessFactorinthe21thCentury 1 30 WhyStudyOM OMisoneofthreemajorfunctions marketing finance andoperations ofanyorganization Wewant andneed toknowhowgoodsandservicesareproduced Wewanttounderstandwhatoperationsmanagersdo OMissuchacostlypartofanorganization 1 31 FisherTechnologiesisasmallfirmthatmerelysurvivesinstiflingcompetitioninacertainfield Inordertobemorecompetitive FisherTechnologiesneedstoupdateitsobsoleteproductionequipmentbyapplyingabankloan sothecompanyismakingthreeoptionalplansintermofmarketing financingandproductionrespectivelyaimingtoimproveprofit butwhichoneisthemostfeasible CaseStudy 1 32 OptionsforIncreasingContribution 1 33 TenCriticalDecisions Service productdesignQualitymanagementProcess capacitydesignLocationLayoutdesignHumanresources jobdesignSupply chainmanagementInventorymanagementSchedulingMaintenance 1 34 TheCriticalDecisions QualitymanagementWhoisresponsibleforquality Howdowedefinequality ServiceandproductdesignWhatproductorserviceshouldweoffer Howshouldwedesigntheseproductsandservices 1 35 TheCriticalDecisions Continued ProcessandcapacitydesignWhatprocesseswilltheseproductsrequireandinwhatorder Whatequipmentandtechnologyisnecessaryfortheseprocesses LocationWhereshouldweputthefacilityOnwhatcriteriashouldwebasethislocationdecision 1 36 TheCriticalDecisions Continued LayoutdesignHowshouldwearrangethefacility Howlargeafacilityisrequired HumanresourcesandjobdesignHowdoweprovideareasonableworkenvironment Howmuchcanweexpectouremployeestoproduce 1 37 TheCriticalDecisions Continued SupplychainmanagementShouldwemakeorbuythisitem Whoareourgoodsuppliersandhowmanyshouldwehave Inventory materialrequirementsplanning Howmuchinventoryofeachitemshouldwehave Whendowere order 1 38 TheCriticalDecisions Continued Intermediate shortterm andprojectschedulingIssubcontractingproductionagoodidea Arewebetteroffkeepingpeopleonthepayrollduringslowdowns MaintenanceWhoisresponsibleformaintenance Whendowedomaintenance 1 39 ResponsibilitiesofOperationsManagement 1 40 OperationsInterfaceswithanumberofsupportingfunctions 1 41 WherearetheOMJobs 1 42 WhereAretheOMJobs Technology methodsFacilities spaceutilizationStrategicissuesResponsetimePeople teamdevelopmentCustomerserviceQualityCostreductionInventoryreductionProductivityimprovement 1 43 TheHistoricEvolutionofOperationsManagement Pre industrialrevolutionCraftproduction skilledworkers flexibletools smallquantitiesandcustomizedgoodsTraits productionwasslowandcostly noeconomiesofscaleandthusonstimulantforproductionexpansion IndustrialrevolutionAnumberofinnovationschangedthefaceofproduction JamesWatt ssteamengine 1764 JamesHargreaves spinningjenny 1770 andEdmundCartwright spowerloom 1785 1 44 TheHistoricEvolutionofOperationsManagement Continued ScientificmanagementBasedonobservation measurement analysisandimprovementofworkmethods andeconomicincentives Untilthenscientificmanagementturnedproductionfrom theruleofthumb tothe scienceofmanagement FrederickW Taylorandmanyotherpioneerscontributedalotinthisstage ThehumanrelationsmovementScientificmanagementignoredthehumanelementwhichwasemphasizebyanumberofpsychologistswhointroducedaseriesoftheories amongthemTheoryX TheoryY andTheoryZarebestknown 1 45 TheHistoricEvolutionofOperationsManagement Continued DecisionmodelandmanagementscienceWiththedevelopmentofmathematicsandduetotheWorldWarTwo manynewlyinventedtechniqueswereappliedforthecivilianuseandwarfarepurpose Especially withtheadventofpersonalcomputerthistrendwasgreatlyimprovedandanewbranchofmanagementemerged managementsciencewhichdealwiththeproblemwithmathematicalmethodandcomputer TheinfluenceofJapanesemanufacturersDuring1970stonow JapanesemanufacturersdevelopedorrefinedmanagementpracticeswhichoriginatedfromtheWestandgreatlyincreasedtheproductivityoftheiroperationsandthequalityoftheirproductsandthisinfluenceexertsprofoundimpacttotheircounterpartsintheWest 1 46 TheHeritageofOperationsManagement 1 47 SignificantEventsinOperationsManagement 1 48 TheHeritageofOperationsManagement 1 49 TheHeritageofOperationsManagement Continued 1 50 EliWhitney Born1765 died1825In1798 receivedgovernmentcontracttomake10 000musketsShowedthatmachinetoolscouldmakestandardizedpartstoexactspecificationsMusketpartscouldbeusedinanymusket 1995CorelCorp 1 51 FrederickW Taylor Born1856 died1915Knownas fatherofscientificmanagement In1881 aschiefengineerforMidvaleSteel studiedhowtasksweredoneBeganfirstmotion timestudiesCreatedefficiencyprinciples 1995CorelCorp 1 52 Taylor ManagementShouldTakeMoreResponsibilityfor MatchingemployeestorightjobProvidingthepropertrainingProvidingproperworkmethodsandtoolsEstablishinglegitimateincentivesforworktobeaccomplished 1 53 Frank LillianGilbreth Frank 1868 1924 Lillian 1878 1972 Husband and wifeengineeringteamFurtherdevelopedworkmeasurementmethodsAppliedefficiencymethodstotheirhome 12children Book Movie CheaperbytheDozen book BellsonTheirToes 1 54 Born1863 died1947In1903 createdFordMotorCompanyIn1913 firstusedmovingassemblylinetomakeModelTUnfinishedproductmovedbyconveyorpastworkstationPaidworkersverywellfor1911 5 day ModelTproducedin1908with514min 850eachbyhandto1 19min 290eachin1926bymovingassemblyline HenryFord Makethemallalike 1995CorelCorp Anycoloraslongasit sblack 1 55 W EdwardsDeming Born1900 died1993Engineer physicistCreditedwithteachingJapanqualitycontrolmethodsinpost WW2UsedstatisticstoanalyzeprocessHismethodsinvolveworkersindecisions 1 56 ContributionsFrom HumanfactorsIndustrialengineeringManagementscienceBiologicalsciencePhysicalsciencesInformationscience 1 57 SignificantEventsinOM Divisionoflabor Smith 1776 Standardizedparts Whitney 1800 Scientificmanagement Taylor 1881 Coordinatedassemblyline Ford1913 Ganttcharts Gantt 1916 Motionstudy theGilbreths 1922 Qualitycontrol Shewhart 1924 1 58 SignificantEvents Continued CPM PERT Dupont 1957 MRP Orlicky 1960 CADFlexiblemanufacturingsystems FMS Manufacturingautomationprotocol MAP Computerintegratedmanufacturing CIM Unlikeotherfieldsofscience POMwitnessessignificantchangesinevery10years 1 59 OperationsintheServiceSector 1 60 ServiceEconomiesProportionofEmploymentintheServiceSector 1 61 ServiceIsaMajorJobProviderinTheUnitedState 1 62 JobsintheU S 1 63 OrganizationsinEachSector OperationsManagementbyJayHeizer BarryRender 7e 1 64 OrganizationsinEachSector 1 65 OrganizationsinEachSector 1 66 OrganizationsinEachSectorSummary 1 67 DevelopmentoftheServiceEconomy 1 68 CharacteristicsofGoods TangibleproductConsistentproductdefinitionProductionusuallyseparatefromconsumptionCanbeinventoriedLowcustomerinteraction 1995CorelCorp 1 69 CharacteristicsofService IntangibleproductProduced consumedatsametimeOftenuniqueHighcustomerinteractionInconsistentproductdefinitionOftenknowledge basedFrequentlydispersed 1995CorelCorp 1 70 GoodsVersusServices CanberesoldCanbeinventoriedSomeaspectsofqualitymeasurableSellingisdistinctfromproduction ResellingunusualDifficulttoinventoryQualitydifficulttomeasureSellingispartofservice GoodsService 1 71 GoodsVersusServices Continued ProductistransportableSiteoffacilityimportantforcostOfteneasytoautomateRevenuegeneratedprimarilyfromtangibleproduct Provider notproductistransportableSiteoffacilityimportantforcustomercontactOftendifficulttoautomateRevenuegeneratedprimarilyfromintangibleservice GoodsService 1 72 KeyDifferences Thesedifferencesarebeginningtofade inmanycases 1 73 GoodsContainServices ServicesContainGoods Automobile Computer InstalledCarpeting Fast foodMeal RestaurantMeal AutoRepair HospitalCare AdvertisingAgency InvestmentManagement ConsultingService Counseling PercentofProductthatisaGood PercentofProductthatisaService 1 74 Goods servicecontinuum 1 75 ChangingChallengesfortheOperationsManager 1 76 ChangingChallengesfortheOperationsManager 1 77 SituationThatOperationsFaceNowadays GlobalizationEnvironmentalIssuesGreenmanufacturingTime basedcompetitionTimeandmotionstudyaimingtoshortenprocessingtimeImprovingflexibilitybyreducingthesetuptimeCuttingR Dtimebyintroducingconcurrentengineering CE ZerotimebyAgileManagementandSCM 1 78 NewtrendsinOperationsManagement EmphasisonPOMwhichisagatewaytocorporatestrategiesBusinessprocessreengineeringLeanproductionSupplychainmanagementAgilemanagementVirtualenterprise win winsolutionMasscustomizationE commerce 1 79 ThePurchasingManagersIndex PMI TheindexisliketheDowJonesIndustrialsAverage butinsteadofriseandfallofasetofstocks thePMImeasurestheriseandfallofmanufacturingintheUnitedStates Theindexiscalculatedusingasetofmeasuresofnewmanufacturingorders productionvolume supplierdeliveries inventorylevels andemployment ThedataarecollectedfromamonthlysurveyconductedbyNAPM theNationalAssociationofPurchasingManagement ThePMIisaleadingindicatorofeconomicactivity 44 5percentisthethreshold GDPisexpandingifaboveit andaPMIbelow44 5percentshowsthattheGDPisgenerallydeclining 1 80 1 81 Finally I dlikeleaveacoupleofminutesforyouguystoformintoseveral3 to 5 persongroupswhicharebasedonindividualstudents consentandeachgroupshouldcontainnomorethan5students Let sgetstarted