運(yùn)營管理期末復(fù)習(xí)上范文

1、商品生產(chǎn)交付服務(wù)【第一張 operations strategy and managing chanCeI.What is Operati ons Man ageme nt?Operati ons man ageme nt(OM) is defi ned aShe design, operating, and improvement of the Systems that create and deliver the firm s primary products.Pla nningOrga nizi ngStaffi ng(配置)Directi ngCon troli ng遠(yuǎn)營萱9 (ope

2、rations man加OM)就是對金業(yè)生產(chǎn).交付產(chǎn)品或者服務(wù)的系Ofr的 設(shè)血運(yùn)作以歡改此正如營銷和財(cái)務(wù)，運(yùn)營管理也足企業(yè)的職能，有其明晰的管理任務(wù)。這一2. What is Tran sformatio n Process?Tran sformatio n Process: A collection of tasks and buffer, connected by flows of material and information, that transforms various inputs into outputs.在物流和信息流的共同作用下，將(各種要素)投入變成(產(chǎn)品、服務(wù))產(chǎn)出

3、的一系列任務(wù)和緩沖的集合。轉(zhuǎn)換過程能夠?qū)⑤斎说馁Y料轉(zhuǎn)變成所需的產(chǎn)品。Collection ofTasks and BuffersOutputsGoodsServicesI riinsformation ProcessPrimary7 InputsFlow units (customers, data, material cash etc.)Labor & CapitalIndirect Input: Resources3.Ma nu facturi ng or Service Operati ons?CharacteristicManutacturingServiceOutputTan

4、gibleIntangibleUniformity of outputHighLowUnifonnity of inputHighLowLabor contentLowHighMeasurement of productivityEasyDifficultCustomer contactLowHighOpportunity to coiyect quality problems before deliveryHighLowEvaluationEasyDifficultPatentableUsuallyNot UsuallyOutput （產(chǎn)出）Un iformity of output（產(chǎn)出一

5、致性）Un iformity of in put （投入一致性）Labor content （勞動內(nèi)容）Measureme nt of productivity （生產(chǎn)率測定）Customer con tact （客戶聯(lián)系）Opportunity to correct quality problems before delivery （ 更正前交付質(zhì)量問題的機(jī)會）Evaluation （評估）Patentable （專利的可取得性）服務(wù)足一個(gè)無形的過稈*曲產(chǎn)品是一個(gè)工藝的物理產(chǎn)出°服務(wù)設(shè)施的地點(diǎn)以屋顧客玄接穀與是非常逐要的固素、而注嚴(yán)品生產(chǎn)中、這些通常沒有這么臨要.4. What d

6、oes Operatio ns Ma nger Do?Making Supply Meet Demand一 Capacity-Location Make or buy-LayoutProjects SchedulingCo 門 trolling/liriproving-InventoryOgciniz:iGg-Degree of centralization- Process selectionSkjffingiHiring/laying offUse of OvertimeDkxtirig-Incentive plans-Issuance of work orders-Jab assignm

7、ents系統(tǒng)systemA set of in terrelated parts that must work together. 一系列相互關(guān)聯(lián)的必須一起工作（共同運(yùn)作） 的部分的集合。4.System Desig nSystem capacity （系統(tǒng)容量）Locatio n of facilities （設(shè)施定位）Arrangement of departments （部門安排）Product and services pla nning （生產(chǎn)服務(wù)計(jì)劃）Acquisiti on and placeme nt of equipme nt （設(shè)備的采集和放置）5. System Oper

8、ati onsManagement of personnel 工作人員的管理Inventory pla nning and con trol 存貨的計(jì)劃和控制 Scheduling 計(jì)劃Project management 項(xiàng)目管理Quality assura nee 質(zhì)量保障【第二章 戰(zhàn)略與運(yùn)營戰(zhàn)略O(shè)perations Strategy and CompetitivenessI.What is Strategy ?In military, strategy is about the victory in the war, Attack and defendingStrategy is abo

9、ut positioning, finding right position in the market, then targeting them Porter: HBS, 1996）戰(zhàn)略是關(guān)于定位，找到在市場上的正確位置，然后以之為目標(biāo)并實(shí)現(xiàn)。Busin ess Strategy= competitive strategy '（M企業(yè)發(fā)展戰(zhàn)略定義為包括企業(yè)戰(zhàn)略(Corporate strategy)、商業(yè)戰(zhàn)略(Bus in ess strategy)及各職能戰(zhàn)略(Functional strategies)的戰(zhàn)略體系Types of Business Strategies即低成本、市

10、場分割、產(chǎn)品差異化戰(zhàn)略。2. What is Competitive Strategy?Competitive ness: The attractiveness of the product it supplies in the marketplace relative to its competition.競爭力是指公司與其競爭對手在供應(yīng)市場上的商品或服務(wù)的吸引力。Core compete ncy:核心競爭力有二個(gè)特點(diǎn)(1) 它提高了企業(yè)開拓新市場的潛力。(2) 它增加了潛在的顧客利益。(3) 它很難被其競爭者模仿。Busin ess Strategy= competitive strate

11、gy:How a strategic bus in ess un it (SBU) addresses the specific markets it serves and products it provides.戰(zhàn)略業(yè)務(wù)單元如何為其服務(wù)市場或產(chǎn)品市場安排定位。3. What is Operatio ns Strategy?A setting broad policies and plans for using the resources of firm to best support its long term competitive strategy.is One of function

12、al strategies運(yùn)營覘略是圉繞如何利用企業(yè)資源支持企業(yè)長期競爭戰(zhàn)略制定各項(xiàng)政策相廿劃口4. Competitiveness Dimensions 競爭維度:Product Attributes :TypeDefin iti onLow CostProduc ing the lowest cost products in the market.Market Segme ntati onSatisfy ing the n eeds of a particular market ni che.Product Differe ntiatio nOfferi ng products that

13、differ sig nifica ntly from the competiti on.(1) Price (Cost)孟卅:略飛廣上工者比雖'習(xí)亜冗(2) Quality q圧咆 廿憂質(zhì)° 匸 '張等Product features, performanee, reliability(3) Rapid Delivery d殳諫況 吹悄牛誡許冷務(wù),reliable delivery交：冇性心心蝕 *戈(4) Variety V Nr燈海求去I汕：裁丿i 菽2把量Degree of customization(5) 酒性和新立品H左謹(jǐn)庸改變產(chǎn)品(6) 希主產(chǎn)品的其他標(biāo)

14、準(zhǔn)支持產(chǎn)品Process Attributes:Measuring the ability of processes to produce and deliver corresponding product attributes :(1) Cost: 成本 the total cost incurred in producing and delivering outputs.(2) Flow Time:生產(chǎn)時(shí)間 the total time n eeded to tran sform a flow unit from in put i nto output.(3) Consistency:生產(chǎn)

15、和提供高質(zhì)量的產(chǎn)品的能力the ability to produce and deliver quality products.(4) Flexibility:生產(chǎn)和提供所需的產(chǎn)品種類的能力 the ability to produce and deliver desired product variety.5. Deali ng with Trade-offs and PrioritiesOrder qualifiers are the basic criteria that permit the firm ' s products to be considered as can d

16、idates for purchase by customers訂單資格要蠢是指允杵一家企業(yè)的產(chǎn)品春與競蘋的瓷格篩選標(biāo)準(zhǔn)Order winners are the criteria that differentiate the products and services of one firm from ano ther訂單得要索是指企業(yè)的產(chǎn)品服務(wù)區(qū)別于其他企業(yè)的嚴(yán)品服務(wù)的評價(jià)標(biāo)準(zhǔn)【第四章產(chǎn)品設(shè)計(jì)Product Desigr】1. product:The goods or service the organization provides society 組織向社會提供的商品或服務(wù)Produc

17、t desig n:它將人的某種目的或需要轉(zhuǎn)換為一個(gè)具體的物理或工具的過程Product developme nt process:計(jì)劃槪念開岌系址設(shè)計(jì)細(xì)節(jié)ISL十洌試黑完善投人生產(chǎn)非為六個(gè)步驟： 即 planning,concept development,system-level development,detail design,test and refin eme nt. Product ion ramp-up .2. Product life cycle:所謂產(chǎn)品生命周期，是指產(chǎn)品從進(jìn)入市場開始，直到最終退出市場為止所經(jīng)歷的市場生命循 環(huán)過程.分為介紹期、成長期、成熟期、衰退期。Sa

18、les revenueNet revenue （profit）Avcu IPS pUU 丄：SOQIcxlQIwsNegative i cash flow iCost of development and productionIntroduction IGrowth IMaturity IDeclinel>t>1Introduction : Fine tuningResearchProduct developme ntProcess modificati on and enhan ceme ntSupplier developme ntGrowth :Product desig n

19、 beg ins to stabilizeEffective forecast ing of capacity becomes n ecessaryAdding or enhancing capacity may be n ecessaryMaturity:Competitors now establishedHigh volume, inno vative product ion may be n eededImproved cost con trol, reducti on in opti ons, pari ng dow n of product lineDecline:Uni ess

20、product makes a special con tributio n to the orga ni zati on, must pla n to term inate offeri ng3. Typical Phases of Product Developme ntPlanning（j 計(jì)劃）Concept Development （概念設(shè)計(jì)）System-Level Design （系統(tǒng)設(shè)計(jì)）Design Detail （詳細(xì)設(shè)計(jì)）Testi ng and Refin eme nt （測試和完善）Product ion Ramp-up （生產(chǎn)提高）4.ideal product:Q

21、uality Function Deployment:質(zhì)量功能展開The process for translating customer requirements into a product ' s design.1）Interfunctional teams from marketing, design engineering, and manufacturing2) Voice of the customer3) House of QualityUse of QFD teams1) Identify important customer attributes.2) Design

22、 superior product.3) Shorten product design time.4) Facilitate interfunctional cooperation.(2) House of Quality : Deploying resources through the organization in response to customer requirements 打建立旗址呈的爲(wèi)一步星列出顧客對產(chǎn)品的藩求，井將這些需求按韮要性進(jìn)行排序，請顧客將 本公司的產(chǎn)品勻兗爭斤的產(chǎn)品進(jìn)行比較，鍛后確定產(chǎn)品的系列技術(shù)特征. 質(zhì)量屋最簸要的優(yōu)點(diǎn)是幫肋企業(yè)生產(chǎn)出満足顧客壽求的產(chǎn)品5.

23、Desig ning for the Customer:隹詳細(xì)說明怎禪門及為什么設(shè)計(jì)和生產(chǎn)產(chǎn)品2蘭、我們從用戶的角度來提出 產(chǎn)品設(shè)計(jì)問題6. Value Analysis/Value Engineering (V A/VE)Achieve equivalent or better performance at a lower cost while maintaining all functional requirements defined by the customer.它的M標(biāo)是以也低的成本茯酔同桿甚至更奸的憐能，同時(shí)顧客霊雯的所冇功能保持十變7. Design for Manufactu

24、rabilityWe design it, you build it ” or “Over the wall”解決:這牛問越的方法之-是在設(shè)讓階段就與制造工程師進(jìn)行協(xié)商探討Design for Manufacturing and Assembly : Greatest improvements related to DFMA arise from simplificati on of the product by reduci ng the nu mber of separate parts面向制謖和裝配的設(shè)計(jì)的故大改進(jìn)赴減少了零部件的數(shù)駅*進(jìn)而簡化r產(chǎn)品8. C on curre nt En

25、gin eeri ngConcurrent engineering can be defined as the simultaneous development of project design fun ctio ns, with ope n and in teractive com muni cati on exist ing among all team members for the purposes of reduci ng time to market, decreas ing cost, and improvi ng quality and reliability.為了減少上市時(shí)

26、間，降低成本,提高質(zhì)量和可靠性，在項(xiàng)目設(shè)計(jì)的同時(shí)，在所有團(tuán)隊(duì)成員中進(jìn)行 開放和互動式交流。 Let' s work together simultaneously，也就是共同工作。9. Measuring Product Development Performanee 產(chǎn)品開發(fā)績效測量PcrfornuinccMeasuresDimension*Freq. of new products inlroduced；Time to market introductionTime-tO-market Number stated and number competcd Actual versus

27、planPercentage of sales from new productsProductivityEngineering hours per piojectCost of matenals and tooling per project Actual versus planQuality評價(jià)指標(biāo)：市場時(shí)間、生產(chǎn)率、質(zhì)量。表小6頊目開蛍的蠟致評怙悴價(jià)標(biāo)準(zhǔn)對克爭力的影晌1螞時(shí)間新產(chǎn)跖推出的頻率對頤客和魚爭若反厳的啟探甩度從X抽構(gòu)思到產(chǎn)茁畏向市場的時(shí)間隨計(jì)的啟呈一貼近何場項(xiàng)H開發(fā)救塗鄲盤成做M:城H的頻申一跟電琮命粉產(chǎn)品的銷禪協(xié)額毎牛頂H的工稈時(shí)間嗎忖懿雖計(jì)的新韓裸度和椿廣雀毎個(gè)以H的

28、74;材科成樂劃1制造丄乩的眥木垣冃的頓申一幵發(fā)的址桃性生滋耳計(jì)劃的比轎便用申的迢宜性一可靠性帝皆一顧嘗忠誡度設(shè)計(jì)一績效和顧當(dāng)滿童匪對Hi需的啞引力一市場占石申產(chǎn)工廠和地區(qū)雖酬龍力一禪啟脈務(wù)的戒半【第五章 Process Analysis1. What is a Process?A Process is a tran sformatio n of in put into output. 將投入轉(zhuǎn)化成產(chǎn)出Process: A collection of tasks, connected by flows of material and information, that transforms v

29、arious in puts into outputs.2. Tools to Describe Processes？Flow Diagrams - Shows the movement of materials 流程圖生產(chǎn)物流路線1) A graphic tool to present the major elements of a process2) The basic elements can include tasks or operations, flows of the flow units, and storage areas or queues3) It is an ideal

30、 methodology by which to beg in an alyz ing a processTime-Function Mapping - Shows flows and time frame 時(shí)間函數(shù)圖展現(xiàn)流程和時(shí)間結(jié)構(gòu)Value Stream Mapping - Shows flows and time and value added beyond the immediate organization價(jià)值流程圖顯示流程、時(shí)間和立即組織之外的附加值Process Charts - Uses symbols to show key activities 用標(biāo)志去表示關(guān)鍵活動1)

31、RECTANGLES Representing activities, Tasks/Operations 矩形表示活動、任務(wù)或者操作2） Arrows Representing Flow of Material/Information箭頭代表材料或者信息流3） TRIANGLESRepresenting buffers/inventories 三角形代表緩沖或者存儲 Service Blueprinting - focuses on customer/provider interaction 服務(wù)藍(lán)圖OutputsGoodsServicesLabor & CapitalResource

32、s3Activity/Buffer Network ？Activity: Smallest process of interestConversion :（轉(zhuǎn)變）Changing the physical or chemical properties of the in putse.g., oil refining, baking, serving customers, education,（煉油、烘焙、服務(wù)客戶、教育,）Fabrication:（加工） Shap ing, mach ining, or con struct ing the in putse.g., Machi ne tool

33、s, woodwork, textiles （成型、加工或構(gòu)建輸入如機(jī)床、木制品、紡織）Assembly:（安裝） Creati ng subassemblies or final assemblies from （usually discrete） in put componentse.g., Automobiles, computers （創(chuàng)建組件或最終組件（通常是離散）輸入組件如。、汽車、電腦）Inspection / Testing / Validation:（檢查測試驗(yàn)證）Non-value-adding operation from thestandpoint of the pro

34、duct ' s capabilities or value to customersBuffers: Storage （inventory） between activitiesThe storage of flow un its betwee n con secutive activities.Resource:Tangible assets that are（利用liZe有形資產(chǎn) ）.Allocat ing resources to activities for in tegrati ng every part of the process is KEY整合每一過程的關(guān)鍵是給各項(xiàng)

35、活動合理分配資源4 Classification of ProcessesBy The Number of stage:Single-stage Process單級流程Multi-stage Process 多級流程By With or Without Buffer :Multi-stage Process with BufferBy Process Architecture:Job ShopProjectFlow ShopJob ShopBatcliLine Flow Jiscomiected口 ConnectedContinuousSCALEProject is a series of r

36、elated jobs usually directed toward some major output and requiring a significant period of time to perform.項(xiàng)目是一系列通常針對一些主要產(chǎn)出的相關(guān)工作，需要很長一段時(shí)間來執(zhí)行。1) Unique product, very low volume 產(chǎn)品唯一、產(chǎn)量小2) Very flexible (general purpose) resources 資源靈活3) Product is stable, M/C' s and tools are產(chǎn)品穩(wěn)定Job Shop Flow力口工

37、車間流1) High product variety, very low volume 產(chǎn)品繁多產(chǎn)量低2) Flexible (general purpose) resources 資源靈活3) Functional layout 功能布局4) Jumbled flows, often unique to each product 混流，通常每個(gè)產(chǎn)品所特有的Batch Flow批量生產(chǎn)Small batches (though bigger than job shop)小批量Stable line of products產(chǎn)品生產(chǎn)線穩(wěn)定More sta ndardized process flo

38、ws which most or all products follow with minor deviati ons更標(biāo)準(zhǔn)化的流程流，大多數(shù)甚至所有產(chǎn)品遵循小偏差Line Flow線路流程1) Disconnected Line Flows : Discrete parts moving from workstation to workstation for process ing or assembly產(chǎn)品部件從一個(gè)工作站到另一個(gè)工作站進(jìn)行加工或組裝。Rigid process flows 嚴(yán)格的流程Workstations are not physically connected 非物理

39、連接Workers move product 工人移動產(chǎn)品Worker-paced flow 工人節(jié)奏流2) Connected Line Flows : The “ classic ” assembly lineLarger scaleMach in e-paced flowContinuous Flow :Extremely rigid process flow 極其嚴(yán)格Massive scale (capital intensive)規(guī)模極大Highly automated高度自動化Product flows in continuous (rather than discrete) qu

40、antities 產(chǎn)品生產(chǎn)連續(xù)LowVolume.One of aKindMultipleProducts ?LowVolumeFew Major Products ? Higher VolumeHigh Volunie, High Standardization1. JobShopCommercialPrinter"rench Restaurantir.BatchHeavyEquipnitntIII.AssemblyLineX Automobile Assembly Burger KingIV.ContinuousFlowSugarRefinery5.The product pro

41、cess matrixSix Comparative Dime nsions:(O)Product: Variety and quantity 種類和數(shù)量(1) Flow 流程(2) Materials 材料(3) 1 nformation 信息(4) Resource: Labor and Capital 資源：勞動力和資金(5) Management 管理Flexibility (High)Unit Cost (High)These are iht major stages of product and process life cyclesFlexibility (Low) Unit C

42、ost (Low)Product: From custom to commodity（從定制到商品化）Variety declinesVolume increasesLess customizalion, more standardizationLess frequent new product inlroductions 尸 More likely to competeon priceLess product differentiationJob ShopBatchDisc.Line FlowConti ected Line FlowContinuous FlowFlow: From fre

43、e-form to rigid(從自由到嚴(yán)格的生產(chǎn)流)More well-defined process flows More specialized equipment Operation becomes huge; economies of scale are possible尸 More and larger equipment Fquipment balance becomes more important尸 Pace determined by machines (capability)JobBatchDisc.CunncctedCunti niwmShopLine FlowLine

44、 FlowFlowoooooooooooo6.0ther Types of ProcessesMake-to-order 訂單生產(chǎn)Only activated in response to an actual order 對實(shí)際需求積極響應(yīng)Both work-i n-process and fini shed goods inventory kept to a minimum使得在產(chǎn)品和成品的庫存量保持在最低。Make-to-stock 庫存生產(chǎn)Process activated to meet expected or forecast dema nd 根據(jù)預(yù)測需求進(jìn)行生產(chǎn)Customer o

45、rders are served from target stocking level 顧客訂單有目標(biāo)庫存滿足。7. Process analysisWhy?For improveme ntHow?Using Process Flow Chart Diagram 使用流程圖Measuring the existing process and revising it 測量現(xiàn)有流程并修改它Or compari ng differe nt processes to find better one比較不同流程擇優(yōu)8. Types of Process MeasuresExternal Measures

46、 : Customer Satisfaction (顧客滿意度)indicate a firm ' ability to attract and retain customers by providing products that satisfy their n eeds, wan ts, and expectatio ns.Internal Measures : Can be mon itored and con trolled by man ageme nt policies (監(jiān)測、控制)(1) Financial MeasuresAbsolute measures: reve

47、nu es, costs, operati ng in come, n et i ncome，Net Prese nt Value (NPV)Relative measures: ROI, ROA, I nven tory TurnoverSurvival measure: cash flow(2) Operational MeasuresService rate、 Efficiency (input/output ratio), linked to Resource Utilization (capacity utilization)9. Process Performa nee MetricsUtilization （禾U用率）:Is the ratio of the time that a resource is actually activated relative to thetime that it is available