企业运营管理模式.ppt

1-1,Operations Management运营管理,1-2,Please ContactCell Phone：0871-6770167 Email：,1-3,AnnouncementPlease 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!,1-4,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.,1-5,Performance AppraisalParticipation&Attendance：25%Assignment&Case Study in Written Form：25%Final Exam：50%,1-6,Operations Management for Competitive Advantage Richard B.Chase,Nicholas J.Aquilano,F.Robert Jacobs Ninth Edition McGraw-Hill,Text Book,1-7,Main Reference Books1 Operations ManagementJay Heizer,Barry Render/Seventh Edition/Pearson Education2 Operations ManagementWilliam J.Stevenson/Seventh Edition/McGraw-Hill,1-8,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,andLecture,case study(assignment),discussion,and site touring(speeches given by celebrities of POM)will comprise the total activities of this course.,1-9,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.,1-10,Operations ManagementIntroduction to Operations ManagementChapter 1,1-11,Outline,WHAT IS OPERATIONS MANAGEMENT?THREE ORGANIZATIONAL FUNCTIONSWHY STUDY OM?OPERATIONS DESCISIONSWHAT OPERATIONS MANAGERS DOWHERE ARE THE OM JOBS?,1-12,Outline-Continued,THE HERITAGE OF OPERATIONS MANAGEMENTOPERATIONS IN THE SERVICE SECTORDifferences between Goods and ServicesGrowth of ServicesEXCITING NEW TRENDS IN OPERATIONS MANAGEMENT,1-13,Learning Objectives,When you complete this chapter,you should be able to:Identify or Define:Operations Management(OM)What operations managers doServices,1-14,Learning Objectives-Continued,When you complete this chapter,you should be able to:Describe or Explain:A brief history of operations managementCareer opportunities in operations managementThe future of the discipline,1-15,What Is Operations Management?,Production is the creation of goods and servicesOperations management is the set of activities that creates value in the form of goods and services by transforming inputs into outputs,1-16,Types of Operations,Operations,Examples,1-17,Operations as a System,Transformation(Conversion)Process,1-18,Transformations,Physical-manufacturingLocational-transportationExchange-retailingStorage-warehousingPhysiological-health careInformational-telecommunications,1-19,Food Process,1-20,Hospital Process,1-21,Organizational Functions,Essential functions:Operations creates the product or serviceMarketing generates demand,Gets customersFinance/accounting tracks organizational performance,pays bills,Obtains funds and Tracks money,1-22,Functions-Bank,Example 1,1-23,Organizational Charts,1-24,Functions-Airline,1984-1994 T/Maker Co.,Example 2,1-25,Organizational Charts,Airline,OperationsGround support equipmentMaintenanceGround Operations Facility maintenance Catering Flight Operations Crew scheduling Flying Communications DispatchingManagement science,Finance&AccountingAccountingPayablesReceivablesGeneral LedgerFinanceCash controlInternational exchange rates,MarketingTraffic administrationReservationsSchedulesTariffs(pricing)SalesAdvertising,1-26,Functions-Manufacturer,Example 3,1-27,Organizational Charts,Manufacturing,1-28,Identifying Critical Success Factors,DecisionsSample OptionProductCustomized,or standardizedQualityDefine customer expectations and how to achieve themProcessFacility size,technology,capacityLocationNear supplier or customerLayoutWork cells or assembly lineHuman resourceSpecialized or enriched jobsSupply chain Single or multiple source suppliersInventoryWhen to reorder,how much to keep on handScheduleStable or fluctuating productions rateMaintenance Repair as required or preventive maintenance,MarketingServiceDistributionPromotionChannels of distributionProduct positioning(image,functions),Finance/AccountingLeverageCost of capitalWorking capitalReceivablesPayablesFinancial controlLines of credit,Production/Operations,1-29,“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,1-30,关注生产环节的管理,QualityControl,Marketing,POMHRM,World War1960s,1970s1980s,1990s,21th Century,OM Is Becoming A Critical Success Factor in the 21th Century,1-31,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.,1-32,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,1-33,Options for Increasing Contribution,1-34,Ten Critical Decisions,Service,product designQuality managementProcess,capacity designLocation Layout design Human resources,job designSupply-chain managementInventory management Scheduling Maintenance,1-35,The Critical Decisions,Quality managementWho is responsible for quality?How do we define quality?Service and product designWhat product or service should we offer?How should we design these products and services?,1-36,The Critical Decisions-Continued,Process and capacity designWhat processes will these products require and in what order?What equipment and technology is necessary for these processes?LocationWhere should we put the facilityOn what criteria should we base this location decision?,1-37,The Critical Decisions-Continued,Layout designHow should we arrange the facility?How large a facility is required?Human resources and job designHow do we provide a reasonable work environment?How much can we expect our employees to produce?,1-38,The Critical Decisions-Continued,Supply chain managementShould 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?,1-39,The Critical Decisions-Continued,Intermediate,short term,and project schedulingIs subcontracting production a good idea?Are we better off keeping people on the payroll during slowdowns?MaintenanceWho is responsible for maintenance?When do we do maintenance?,1-40,Responsibilities of Operations Management,1-41,Operations Interfaces with a number of supporting functions,1-42,Where are the OM Jobs,1-43,Where Are the OM Jobs?,Technology/methodsFacilities/space utilizationStrategic issuesResponse timePeople/team developmentCustomer serviceQualityCost reductionInventory reductionProductivity improvement,1-44,The Historic Evolution of Operations Management,Pre-industrial revolutionCraft production:skilled workers,flexible tools,small quantities and customized goodsTraits:production was slow and costly,no economies of scale and thus on stimulant for production expansion.Industrial revolutionA number of innovations changed the face of production:James Watts steam engine(1764),James Hargreaves spinning jenny(1770)and Edmund Cartwrights power loom(1785).,1-45,The Historic Evolution of Operations Management-Continued,Scientific managementBased 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 movementScientific 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.,1-46,The Historic Evolution of Operations Management-Continued,Decision model and management scienceWith 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 manufacturersDuring 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.,1-47,The Heritage of Operations Management,1-48,Significant Events in Operations Management,1-49,The Heritage of Operations Management,1-50,The Heritage of Operations Management-Continued,1-51,Eli Whitney,Born 1765;died 1825In 1798,received government contract to make 10,000 musketsShowed that machine tools could make standardized parts to exact specificationsMusket parts could be used in any musket,1995 Corel Corp.,1-52,Frederick W.Taylor,Born 1856;died 1915Known as father of scientific managementIn 1881,as chief engineer for Midvale Steel,studied how tasks were doneBegan first motion&time studiesCreated efficiency principles,1995 Corel Corp.,1-53,Taylor:Management Should Take More Responsibility for,Matching employees to right jobProviding the proper trainingProviding proper work methods and toolsEstablishing legitimate incentives for work to be accomplished,1-54,Frank&Lillian Gilbreth,Frank(1868-1924);Lillian(1878-1972)Husband-and-wife engineering teamFurther developed work measurement methodsApplied efficiency methods to their home&12 children!(Book&Movie:“Cheaper by the Dozen,”book:“Bells on Their Toes”),1-55,Born 1863;died 1947In 1903,created Ford Motor CompanyIn 1913,first used moving assembly line to make Model TUnfinished product moved by conveyor past work stationPaid 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,1-56,W.Edwards Deming,Born 1900;died 1993Engineer&physicistCredited with teaching Japan quality control methods in post-WW2Used statistics to analyze processHis methods involve workers in decisions,1-57,Contributions From,Human factorsIndustrial engineeringManagement scienceBiological sciencePhysical sciencesInformation science,1-58,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),1-59,Significant Events-Continued,CPM/PERT(Dupont,1957)MRP(Orlicky,1960)CADFlexible manufacturing systems(FMS)Manufacturing automation protocol(MAP)Computer integrated manufacturing(CIM),Unlike other fields of science,POM witnesses significant changes in every 10 years.,1-60,Operations in the Service Sector,1-61,Service EconomiesProportion of Employment in the Service Sector,1-62,Service Is a Major Job Provider in The United State,1-63,Jobs in the U.S,1-64,Organizations in Each Sector,(Operations Management by Jay Heizer,Barry Render,7e),1-65,Organizations in Each Sector,1-66,Organizations in Each Sector,1-67,Organizations in Each Sector Summary,1-68,Development of the Service Economy,1-69,Characteristics of Goods,Tangible productConsistent product definitionProduction usually separate from consumptionCan be inventoriedLow customer interaction,1995 Corel Corp.,1-70,Characteristics of Service,Intangible productProduced&consumed at same timeOften uniqueHigh customer interactionInconsistent product definitionOften knowledge-basedFrequently dispersed,1995 Corel Corp.,1-71,Goods Versus Services,Can be resoldCan be inventoriedSome aspects of quality measurableSelling is distinct from production,Reselling unusualDifficult to inventoryQuality difficult to measureSelling is part of service,Goods Service,1-72,Goods Versus Services-Continued,Product is transportableSite of facility important for costOften easy to automateRevenue generated primarily from tangible product,Provider,not product is transportableSite of facility important for customer contactOften difficult to automateRevenue generated primarily from intangible service.,Goods Service,1-73,Key Differences,These differences are beginning to fade,in many cases,1-74,Goods Contain Services/Services Contain Goods,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,1-75,Goods-service continuum,1-76,Changing Challenges for the Operations Manager,1-77,Changing Challenges for the Operations Manager,1-78,Situation That Operations Face Nowadays,GlobalizationEnvironmental Issues Green manufacturingTime-based competition Time and motion study aiming to shorten processing time Improving flexibility by reducing the setup time Cutting R&D time by introducing concurrent engineering(CE)Zero time by Agile Management and SCM,1-79,New trends in Operations Management,Emphasis on POM which is a gateway to corporate strategiesBusiness process reengineeringLean productionSupply chain managementAgile management Virtual enterprise,win-win solutionMass customizationE-commerce,1-80,The Purchasing Managers Index(PMI)The index is like the Dow Jones Industrials Average,but instead of rise and fall of a set of stocks,the PMI measures the rise and fall of manufacturing in the United States.The index is calculated using a set of measures of new manufacturing orders,production volume,supplier deliveries,inventory levels,and employment.The data are collected from a monthly survey conducted by NAPM,the National Association of Purchasing Management.The PMI is a leading indicator of economic activity,44.5 percent is the threshold,GD