現(xiàn)代企業(yè)運營管理方案分析

1、1-1云南大學(xué)商旅學(xué)院 吳奇志1-2Please ContactCell PhoneEmail ： 1-3Please 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,

2、 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 m

3、e not only like a teacher, but a friend as well. Thanks for the POM course, for it serves as a bridge between us.1-5Performance AppraisalParticipation & Attendance：25%Assignment & Case Study in Written Form：25% Final Exam：50% 1-6Operations Management for Competitive Advantage Richard B. Chas

4、e, Nicholas J. Aquilano, F. Robert Jacobs Ninth Edition McGraw-Hill1-71 Operations ManagementJay Heizer, Barry Render / Seventh Edition / Pearson Education2 Operations ManagementWilliam J. Stevenson / Seventh Edition / McGraw-Hill1-8Focus on birds-eye view of POM rather than a certain specific conte

5、nt, 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 o

6、f this course.1-9You 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

7、should be familiar with the English language because the newly emerged POM techniques are mostly explained in this language.1-101-11 WHAT IS OPERATIONS MANAGEMENT? THREE ORGANIZATIONAL FUNCTIONS WHY STUDY OM? OPERATIONS DESCISIONS WHAT OPERATIONS MANAGERS DO WHERE ARE THE OM JOBS?1-12 THE HERITAGE O

8、F OPERATIONS MANAGEMENT OPERATIONS IN THE SERVICE SECTORDifferences between Goods and ServicesGrowth of Services EXCITING NEW TRENDS IN OPERATIONS MANAGEMENT1-13When you complete this chapter, you should be able to :Identify or Define:Operations Management (OM)What operations managers doServices1-14

9、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 discipline1-15Production is the creation of goods and servicesOperations management is the set of activities that creates

10、value in the form of goods and services by transforming inputs into outputs1-16OperationsExamplesGoods ProducingFarming, mining, construction,manufacturing, power generationStorage/TransportationWarehousing, trucking, mailservice, moving, taxis, buses,hotels, airlinesExchangeRetailing, wholesaling,

11、banking,renting, leasing, library, loansEntertainmentFilms, radio and television,concerts, recordingCommunicationNewspapers, radio and televisionnewscasts, telephone, satellites1-17Transformation(Conversion)ProcessEnergyMaterialsLaborCapitalInformationGoods orServicesFeedback information forcontrol

12、of process inputsand process technology1-18 Physical-manufacturing Locational-transportation Exchange-retailing Storage-warehousing Physiological-health care Informational-telecommunications1-19InputsProcessingOutputsRaw VegetablesCleaningCanned vegetablesMetal SheetsMaking cansWaterCuttingEnergyCoo

13、kingLaborPackingBuildingLabelingEquipment1-20InputsProcessingOutputsDoctors, nursesExaminationHealthy patientsHospitalSurgeryMedical SuppliesMonitoringEquipmentMedicationLaboratoriesTherapy1-21Essential functions:Operations creates the product or serviceMarketing generates demand, Gets customersFina

14、nce/accounting tracks organizational performance, pays bills, Obtains funds and Tracks money1-22OperationsFinance/AccountingMarketingCheckClearingTellerSchedulingTransactionsProcessingSecurityCommercial Bank 1984-1994 T/Maker Co.Example 11-23Commercial BankOperationsTeller SchedulingCheck ClearingTr

15、ansactions processingFacilities design/layoutVault operationsMaintenanceSecurityFinanceInvestmentsSecurityReal EstateAccountingAuditingMarketingLoans Commercial Industrial Financial Personal MortgageTrust Department1-24OperationsFinance/AccountingMarketingGroundSupportFlightOperationsFacilityMainten

16、anceCateringAirline 1984-1994 T/Maker Co.Example 21-25AirlineOperationsGround support equipmentMaintenanceGround Operations Facility maintenance Catering Flight Operations Crew scheduling Flying Communications DispatchingManagement scienceFinance & AccountingAccountingPayablesReceivablesGeneral

17、LedgerFinanceCash controlInternational exchange ratesMarketingTraffic administrationReservationsSchedulesTariffs (pricing)SalesAdvertising1-26OperationsFinance/AccountingMarketingProductionControlManufacturingQualityControlPurchasingManufacturingExample 31-27ManufacturingOperationsFacilities: Constr

18、uction:maintenanceProduction & inventory control Scheduling: materials controlSupply-chain managementManufacturing Tooling, fabrication,assemblyDesign Product development and design Detailed product specificationsIndustrial engineering Efficient use of machines, space, and personnelProcess analy

19、sis Development and installation of production tools and equipmentFinance & AccountingDisbursements/credits Receivables Payables General ledgerFunds Management Money market International exchangeCapital requirements Stock issue Bond issues and recallMarketingSales promotionsAdvertisingSalesMarke

20、t research1-28DecisionsSample 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 o

21、r multiple source suppliersInventoryWhen to reorder, how much to keep on handScheduleStable or fluctuating productions rateMaintenance Repair as required or preventive maintenanceMarketingServiceDistributionPromotionChannels of distributionProduct positioning (image, functions)Finance/AccountingLeve

22、rageCost of capitalWorking capitalReceivablesPayablesFinancial controlLines of creditProduction/Operations1-29“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.”1-30關(guān)注生關(guān)注生產(chǎn)環(huán)節(jié)產(chǎn)環(huán)節(jié)的管

23、理的管理QualityControlMarketingPOMHRMWorld War1960s s1970s1980s1990s21th Century1-31OM 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 co

24、stly part of an organization.1-32Fisher 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 optiona

25、l plans in term of marketing, financing and production respectively aiming to improve profit, but which one is the most feasible?1-33 Marketing Option Finance & Accounting Option OM Option Current Sales Revenue : +50% Finance Costs: -50% Production Costs: -20% Sales $100,000 $150,000 $100,000 $1

26、00,000 Cost of Goods Sold -80,000 -120,000 -80,000 -64,000 Gross Margin 20,000 30,000 20,000 36,000 Finance Costs -6,000 -6,000 -3,000 -6,000 Net Margin 14,000 24,000 17,000 30,000 Taxes 25% -3,500 -6,000 -4,250 -7,500 Contribution 10,500 18,000 12,750 22,500 1-34 Service, product design Quality man

27、agement Process, capacity design Location Layout design Human resources, job design Supply-chain management Inventory management Scheduling Maintenance 1-35Quality managementWho is responsible for quality?How do we define quality?Service and product designWhat product or service should we offer?How

28、should we design these products and services?1-36Process 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?1-37L

29、ayout 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?1-38Supply chain managementShould we make or buy this item?Who are our good suppliers and how

30、many should we have?Inventory, material requirements planning, How much inventory of each item should we have?When do we re-order?1-39Intermediate, short term, and project schedulingIs subcontracting production a good idea?Are we better off keeping people on the payroll during slowdowns?MaintenanceW

31、ho is responsible for maintenance?When do we do maintenance?1-40Products & servicesPlanningCapacityLocationMake or buyLayoutProjectsSchedulingControllingInventoryQualityOrganizingDegree of centralizationSubcontractingStaffingHiring/laying offUse of OvertimeDirectingIncentive plansIssuance of wor

32、k ordersJob assignments1-41Public RelationsAccountingIndustrialEngineeringOperationsMaintenancePersonnelPurchasingDistributionMIS1-421-43Technology/methodsFacilities/space utilizationStrategic issuesResponse timePeople/team developmentCustomer serviceQualityCost reductionInventory reductionProductiv

33、ity improvement1-44Pre-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 fa

34、ce of production:James Watts steam engine (1764), James Hargreaves spinning jenny (1770) and Edmund Cartwrights power loom (1785).1-45Scientific managementBased on observation, measurement, analysis and improvement of work methods, and economic incentives. Until then scientific management turned pro

35、duction 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 theori

36、es, among them Theory X, Theory Y, and Theory Z are best known.1-46Decision 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 comp

37、uter 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 origina

38、ted 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.1-471-481-49Division of labor (Adam Smith 1776 and Charles Babbage 1852)Standardized parts (Whitney 1800)Scientif

39、ic Management (Taylor 1881)Coordinated assembly line (Ford/Sorenson/Avery 1913)Gantt charts (Gantt 1916)Motion study (Frank and Lillian Gilbreth 1922Quality control (Shewhart 1924; Deming 1950)Computer (Atanasoff 1938)CPM/PERT (DuPont 1957)1-50Material requirements planning (Orlicky 1960)Computer ai

40、ded design (CAD 1970)Flexible manufacturing system (FMS 1975)Baldrige Quality Awards (1980)Computer integrated manufacturing (1990)Globalization(1992)Internet (1995)1-51 Born 1765; died 1825 In 1798, received government contract to make 10,000 muskets Showed that machine tools could make standardize

41、d parts to exact specificationsMusket parts could be used in any musket 1995 Corel Corp.1-52 Born 1856; died 1915 Known as father of scientific management In 1881, as chief engineer for Midvale Steel, studied how tasks were doneBegan first motion & time studies Created efficiency principles 1995

42、 Corel Corp.1-53Matching employees to right jobProviding the proper trainingProviding proper work methods and toolsEstablishing legitimate incentives for work to be accomplished1-54 Frank (1868-1924); Lillian (1878-1972) Husband-and-wife engineering team Further developed work measurement methods Ap

43、plied efficiency methods to their home & 12 children! (Book & Movie: “Cheaper by the Dozen,” book: “Bells on Their Toes”) 1995 Corel Corp.1-55 Born 1863; died 1947 In 1903, created Ford Motor Company In 1913, first used moving assembly line to make Model TUnfinished product moved by conveyor

44、 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 .Make them all alike! 1995 Corel Corp.Any color as long as its black1-56 Born 1900; died 1993 Engineer & physicist Credited

45、with teaching Japan quality control methods in post-WW2 Used statistics to analyze process His methods involve workers in decisions1-57Human factorsIndustrial engineeringManagement scienceBiological sciencePhysical sciencesInformation science 1-58Division of labor (Smith, 1776)Standardized parts (Wh

46、itney, 1800)Scientific management (Taylor, 1881)Coordinated assembly line (Ford 1913)Gantt charts (Gantt, 1916)Motion study (the Gilbreths, 1922)Quality control (Shewhart, 1924)1-59CPM/PERT (Dupont, 1957) MRP (Orlicky, 1960)CADFlexible manufacturing systems (FMS)Manufacturing automation protocol (MA

47、P)Computer integrated manufacturing (CIM)Unlike other fields of science, POM witnesses significant changes in every 10 years.1-601-6101020304050607080PolandPortugalCzech Rep.HungaryGreeceItalySpainGermanyIrelandAustriaJapanFinlandSwitz.DenmarkFranceSwedenU.K.BelgiumNorwayLux.U.S.A.Neth.CountryPercen

48、t of Total Employment1-621-6326%18%16%14%6%6%5%5%3%1%Education, Health, etc.ManufacturingRetail TradeState & Local GovtFinance, InsuranceWholesale TradeTransport, Public Util.ConstructionFederal GovernmentMining1-64Service SectorExample% of all JobsProfessional services, education, legal, medica

49、lNew York City PS108, Notre Dame University, San Diego Zoo24.3Trade (retail, wholesale)Walgreens, Wal-Mart, Nordstroms20.6Utilities, transportationPacific Gas & Electric, American Airlines, Santa Fe R.R, Roadway Express7.2(Operations Management by Jay Heizer, Barry Render, 7e) 1-65Service Sector

50、Example% of all JobsBusiness & Repair ServicesSnelling & Snelling, Waste Management, Pitney-Bowes7.1Finance, Insurance, Real EstateCiticorp, American Express, Prudential, Aetna, Trammel Crow6.5Food, Lodging, EntertainmentMcDonalds, Hard Rock Caf, Motel 6, Hilton Hotels, Walt Disney Paramount

51、 Pictures5.2Public Administration U.S., State of Alabama, Cook County4.51-66Manufacturing SectorExample% of all JobsGeneralGeneral Electric, Ford, U.S. Steel, Intel14.8ConstructionBechtel, McDermott7.0AgricultureKing Ranch2.4MiningHomestake Mining0.41-67Sector% of all JobsService75.4%Manufacturing24

52、.6%1-681850 75 1900 25 50 75 200040 50 60 701970 75 80 85 90 95 2000PercentUnited StatesCanadaFranceItalyBritainJapanW Germany19702000ServicesIndustryFarming25020015010050080%706050403020100U.S. Employment, % ShareServices as a Percent of GDPU.S. Exports of ServicesIn Billions of DollarsYear 2000 da

53、ta is estimated1-69 Tangible product Consistent product definition Production usually separate from consumption Can be inventoried Low customer interaction 1995 Corel Corp.1-70 Intangible product Produced & consumed at same time Often unique High customer interaction Inconsistent product definit

54、ion Often knowledge-based Frequently dispersed 1995 Corel Corp.1-71Can be resoldCan be inventoriedSome aspects of quality measurableSelling is distinct from productionReselling unusualDifficult to inventoryQuality difficult to measureSelling is part of service 1-72Product is transportableSite of fac

55、ility important for costOften easy to automateRevenue generated primarily from tangible productProvider, not product is transportableSite of facility important for customer contactOften difficult to automateRevenue generated primarily from intangible service. 1-73 Customer contact Uniformity of inpu

56、t Labor content Uniformity of output Measurement of productivity Quality assuranceThese differences are beginning to fadein many cases1-740255075100255075100AutomobileComputerInstalled CarpetingFast-food MealRestaurant MealAuto RepairHospital CareAdvertising AgencyInvestment ManagementConsulting Ser

57、viceCounselingPercent of Product that is a GoodPercent of Product that is a Service1-75Steel productionAutomobile fabricationHouse buildingRoad constructionDressmakingFarmingAuto RepairAppliance repairMaid ServiceManual car washTeachingLawn mowingLow service contentHigh goods contentHigh service contentLow goods contentIncreasinggoods contentIncreasingservice content1-76Past Causes Future Local or national focus Low-cost, reliable worldwide communication and transportation networks Global Focus Batch (large) shipments Cost of capital puts pressure on reducing investment in invento