云南大学商旅学院-运营管理(1)

1、云南大学商旅学院 吴奇志1Please ContactCell PhoneEmail ： 2Please 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 mat

2、ter what grade you get in the other 2!3 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 onl

3、y like a teacher, but a friend as well. Thanks for the POM course, for it serves as a bridge between us.4Performance AppraisalParticipation & Attendance：25%Assignment & Case Study in Written Form：25% Final Exam：50% 5Operations Management for Competitive Advantage Richard B. Chase, Nicholas J. Aquila

4、no, F. Robert Jacobs Ninth Edition McGraw-Hill61 Operations ManagementJay Heizer, Barry Render / Seventh Edition / Pearson Education2 Operations ManagementWilliam J. Stevenson / Seventh Edition / McGraw-Hill7Focus on birds-eye view of POM rather than a certain specific content, Focus on the manageri

5、al 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.8You should

6、 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

7、 English language because the newly emerged POM techniques are mostly explained in this language.910 WHAT IS OPERATIONS MANAGEMENT? THREE ORGANIZATIONAL FUNCTIONS WHY STUDY OM? OPERATIONS DESCISIONS WHAT OPERATIONS MANAGERS DO WHERE ARE THE OM JOBS?11 THE HERITAGE OF OPERATIONS MANAGEMENT OPERATIONS

8、 IN THE SERVICE SECTORDifferences between Goods and ServicesGrowth of Services EXCITING NEW TRENDS IN OPERATIONS MANAGEMENT12When you complete this chapter, you should be able to :Identify or Define:Operations Management (OM)What operations managers doServices13When you complete this chapter, you sh

9、ould be able to :Describe or Explain:A brief history of operations managementCareer opportunities in operations managementThe future of the discipline14Production is the creation of goods and servicesOperations management is the set of activities that creates value in the form of goods and services

10、by transforming inputs into outputs15OperationsExamplesGoods ProducingFarming, mining, construction,manufacturing, power generationStorage/TransportationWarehousing, trucking, mailservice, moving, taxis, buses,hotels, airlinesExchangeRetailing, wholesaling, banking,renting, leasing, library, loansEn

11、tertainmentFilms, radio and television,concerts, recordingCommunicationNewspapers, radio and televisionnewscasts, telephone, satellites16Transformation(Conversion)ProcessEnergyMaterialsLaborCapitalInformationGoods orServicesFeedback information forcontrol of process inputsand process technology17 Ph

12、ysical-manufacturing Locational-transportation Exchange-retailing Storage-warehousing Physiological-health care Informational-telecommunications18InputsProcessingOutputsRaw VegetablesCleaningCanned vegetablesMetal SheetsMaking cansWaterCuttingEnergyCookingLaborPackingBuildingLabelingEquipment19Input

13、sProcessingOutputsDoctors, nursesExaminationHealthy patientsHospitalSurgeryMedical SuppliesMonitoringEquipmentMedicationLaboratoriesTherapy20Essential functions:Operations creates the product or serviceMarketing generates demand, Gets customersFinance/accounting tracks organizational performance, pa

14、ys bills, Obtains funds and Tracks money21OperationsFinance/AccountingMarketingCheckClearingTellerSchedulingTransactionsProcessingSecurityCommercial Bank 1984-1994 T/Maker Co.Example 122Commercial BankOperationsTeller SchedulingCheck ClearingTransactions processingFacilities design/layoutVault opera

15、tionsMaintenanceSecurityFinanceInvestmentsSecurityReal EstateAccountingAuditingMarketingLoans Commercial Industrial Financial Personal MortgageTrust Department23OperationsFinance/AccountingMarketingGroundSupportFlightOperationsFacilityMaintenanceCateringAirline 1984-1994 T/Maker Co.Example 224Airlin

16、eOperationsGround support equipmentMaintenanceGround Operations Facility maintenance Catering Flight Operations Crew scheduling Flying Communications DispatchingManagement scienceFinance & AccountingAccountingPayablesReceivablesGeneral LedgerFinanceCash controlInternational exchange ratesMarketingTr

17、affic administrationReservationsSchedulesTariffs (pricing)SalesAdvertising25OperationsFinance/AccountingMarketingProductionControlManufacturingQualityControlPurchasingManufacturingExample 326ManufacturingOperationsFacilities: Construction:maintenanceProduction & inventory control Scheduling: materia

18、ls controlSupply-chain managementManufacturing Tooling, fabrication,assemblyDesign Product development and design Detailed product specificationsIndustrial engineering Efficient use of machines, space, and personnelProcess analysis Development and installation of production tools and equipmentFinanc

19、e & AccountingDisbursements/credits Receivables Payables General ledgerFunds Management Money market International exchangeCapital requirements Stock issue Bond issues and recallMarketingSales promotionsAdvertisingSalesMarket research27DecisionsSample OptionProductCustomized, or standardizedQualityD

20、efine 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 handS

21、cheduleStable or fluctuating productions rateMaintenance Repair as required or preventive maintenanceMarketingServiceDistributionPromotionChannels of distributionProduct positioning (image, functions)Finance/AccountingLeverageCost of capitalWorking capitalReceivablesPayablesFinancial controlLines of

22、 creditProduction/Operations28“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.”29关注生关注生产环节产环节的管理的管理QualityControlMarketingPOMHRMWorld War1960s s1970s1980s1990s21th Century30OM i

23、s 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.31Fisher Technologies is a small firm that merely survi

24、ves 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

25、profit, but which one is the most feasible?32 Marketing Option Finance & Accounting Option OM Option Current Sales Revenue : +50% Finance Costs: -50% Production Costs: -20% Sales $100,000 $150,000 $100,000 $100,000 Cost of Goods Sold -80,000 -120,000 -80,000 -64,000 Gross Margin 20,000 30,000 20,000

26、 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 33 Service, product design Quality management Process, capacity design Location Layout design Human resources, job design Supply-cha

27、in management Inventory management Scheduling Maintenance 34Quality 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?35Process and capacity designWhat processes will th

28、ese 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?36Layout designHow should we arrange the facility?How large a facility is required?Human resources and

29、job designHow do we provide a reasonable work environment?How much can we expect our employees to produce?37Supply 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

30、we have?When do we re-order?38Intermediate, 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?39Products & servicesPlanningCapacityLocatio

31、nMake or buyLayoutProjectsSchedulingControllingInventoryQualityOrganizingDegree of centralizationSubcontractingStaffingHiring/laying offUse of OvertimeDirectingIncentive plansIssuance of work ordersJob assignments40Public RelationsAccountingIndustrialEngineeringOperationsMaintenancePersonnelPurchasi

32、ngDistributionMIS4142Technology/methodsFacilities/space utilizationStrategic issuesResponse timePeople/team developmentCustomer serviceQualityCost reductionInventory reductionProductivity improvement43Pre-industrial revolutionCraft production: skilled workers, flexible tools, small quantities and cu

33、stomized 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

34、loom (1785).44Scientific 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 contribute

35、d 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.45Decision model and management scienceWith the developme

36、nt 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 proble

37、m 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 in

38、fluence exerts profound impact to their counterparts in the West.464748Division of labor (Adam Smith 1776 and Charles Babbage 1852)Standardized parts (Whitney 1800)Scientific Management (Taylor 1881)Coordinated assembly line (Ford/Sorenson/Avery 1913)Gantt charts (Gantt 1916)Motion study (Frank and

39、Lillian Gilbreth 1922Quality control (Shewhart 1924; Deming 1950)Computer (Atanasoff 1938)CPM/PERT (DuPont 1957)49Material requirements planning (Orlicky 1960)Computer aided design (CAD 1970)Flexible manufacturing system (FMS 1975)Baldrige Quality Awards (1980)Computer integrated manufacturing (1990

40、)Globalization(1992)Internet (1995)50 Born 1765; died 1825 In 1798, received government contract to make 10,000 muskets Showed that machine tools could make standardized parts to exact specificationsMusket parts could be used in any musket 1995 Corel Corp.51 Born 1856; died 1915 Known as father of s

41、cientific management In 1881, as chief engineer for Midvale Steel, studied how tasks were doneBegan first motion & time studies Created efficiency principles 1995 Corel Corp.52Matching employees to right jobProviding the proper trainingProviding proper work methods and toolsEstablishing legitimate i

42、ncentives for work to be accomplished53 Frank (1868-1924); Lillian (1878-1972) Husband-and-wife engineering team Further developed work measurement methods Applied efficiency methods to their home & 12 children! (Book & Movie: “Cheaper by the Dozen,” book: “Bells on Their Toes”) 1995 Corel Corp.54 B

43、orn 1863; died 1947 In 1903, created Ford Motor Company In 1913, first used moving assembly line to make Model TUnfinished product moved by conveyor 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 m

44、oving assembly line .Make them all alike! 1995 Corel Corp.Any color as long as its black55 Born 1900; died 1993 Engineer & physicist Credited with teaching Japan quality control methods in post-WW2 Used statistics to analyze process His methods involve workers in decisions56Human factorsIndustrial e

45、ngineeringManagement scienceBiological sciencePhysical sciencesInformation science 57Division 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 (

46、Shewhart, 1924)58CPM/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.596001020304050607080PolandPortugalCzec

47、h Rep.HungaryGreeceItalySpainGermanyIrelandAustriaJapanFinlandSwitz.DenmarkFranceSwedenU.K.BelgiumNorwayLux.U.S.A.Neth.CountryPercent of Total Employment616226%18%16%14%6%6%5%5%3%1%Education, Health, etc.ManufacturingRetail TradeState & Local GovtFinance, InsuranceWholesale TradeTransport, Public Ut

48、il.ConstructionFederal GovernmentMining63Service SectorExample% of all JobsProfessional services, education, legal, medicalNew York City PS108, Notre Dame University, San Diego Zoo24.3Trade (retail, wholesale)Walgreens, Wal-Mart, Nordstroms20.6Utilities, transportationPacific Gas & Electric, America

49、n Airlines, Santa Fe R.R, Roadway Express7.2(Operations Management by Jay Heizer, Barry Render, 7e) 64Service SectorExample% of all JobsBusiness & Repair ServicesSnelling & Snelling, Waste Management, Pitney-Bowes7.1Finance, Insurance, Real EstateCiticorp, American Express, Prudential, Aetna, Tramme

50、l Crow6.5Food, Lodging, EntertainmentMcDonalds, Hard Rock Caf, Motel 6, Hilton Hotels, Walt Disney Paramount Pictures5.2Public AdministrationU.S., State of Alabama, Cook County4.565Manufacturing SectorExample% of all JobsGeneralGeneral Electric, Ford, U.S. Steel, Intel14.8ConstructionBechtel, McDerm

51、ott7.0AgricultureKing Ranch2.4MiningHomestake Mining0.466Sector% of all JobsService75.4%Manufacturing24.6%671850 75 1900 25 50 75 200040 50 60 701970 75 80 85 90 95 2000PercentUnited StatesCanadaFranceItalyBritainJapanW Germany19702000ServicesIndustryFarming25020015010050080%706050403020100U.S. Empl

52、oyment, % ShareServices as a Percent of GDPU.S. Exports of ServicesIn Billions of DollarsYear 2000 data is estimated68 Tangible product Consistent product definition Production usually separate from consumption Can be inventoried Low customer interaction 1995 Corel Corp.69 Intangible product Produce

53、d & consumed at same time Often unique High customer interaction Inconsistent product definition Often knowledge-based Frequently dispersed 1995 Corel Corp.70Can be resoldCan be inventoriedSome aspects of quality measurableSelling is distinct from productionReselling unusualDifficult to inventoryQua

54、lity difficult to measureSelling is part of service 71Product is transportableSite of facility important for costOften easy to automateRevenue generated primarily from tangible productProvider, not product is transportableSite of facility important for customer contactOften difficult to automateReve

55、nue generated primarily from intangible service. 72 Customer contact Uniformity of input Labor content Uniformity of output Measurement of productivity Quality assuranceThese differences are beginning to fadein many cases730255075100255075100AutomobileComputerInstalled CarpetingFast-food MealRestaur

56、ant MealAuto RepairHospital CareAdvertising AgencyInvestment ManagementConsulting ServiceCounselingPercent of Product that is a GoodPercent of Product that is a Service74Steel productionAutomobile fabricationHouse buildingRoad constructionDressmakingFarmingAuto RepairAppliance repairMaid ServiceManu

57、al car washTeachingLawn mowingLow service contentHigh goods contentHigh service contentLow goods contentIncreasinggoods contentIncreasingservice content75Past 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 inventory Just-i