营运管理策略培训教材(英文版)

1、To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.What is a Process a PROCESS is any activity or group of activities that takes one or more inputs, transforms and adds value to them, and provides one or more outp

2、uts for its customers.InputsOutputsFeedbackTransformation ProcessAndOperationsTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.The Funnel and ProcessIts all about thru-putDuhaime AssociatesMANAGING THE TYPICAL M

3、ANUFACTURING OPERATIONORDERS IN.OUTPUTWE CANMANAGE HEREANDWE CANMANAGEHERECAPACITYWORK - INPROCESSLOAD MANUFACTURINGLEAD TIMETo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.The Big PictureKing Soopers Bakery700

4、0 loaves/hr1000 pastries/hr50 cakes/hrBread linePastry lineCake lineHighLowTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.The Big PictureKing Soopers BakeryTo Accompany Krajewski & Ritzman Operations Managemen

5、t: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.Vertical IntegrationRaw materials(eggs, flour, sugar)KingSoopersCustomers(grocery stores)BackwardintegrationForwardintegrationIn-houseprocessesFigure 3.3To Accompany Krajewski & Ritzman Operations Management: Strate

6、gy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.Process Matrix Project Job Shop Batch Line ContinuousCapacityCapital investmentFlexibilityWorkforceCapacityVolumeAutomationTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Pre

7、ntice Hall, Inc. All rights reserved.HighLowVolumeFigure 3.5Project process Selecting location for new plant in Europe Installing ERP for a manufacturing firms business processesJob process Machining precision metal tubes Internal consulting team at manufacturing firmBatch process Forging process to

8、 make fittings for pressure vessels access Producing a batch of textbooks at R. R. Donnelleys plantLine process Auto assembly King Soopers bread lineContinuous process Oil refining process Bordens pasta making processProcess design choicesTo Accompany Krajewski & Ritzman Operations Management: Strat

9、egy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.HighLowVolumeLess vertical integrationMore resource flexibilityMore customer involvementLess capital intensity/automationMore vertical integrationLess resource flexibilityLess customer involvementMore capital intensity/auto

10、mationLow volume, make-to-order processHigh volume, make-to-stock processFigure 3.5Project process Selecting location for new plant in Europe Installing ERP for a manufacturing firms business processesJob process Machining precision metal tubes Internal consulting team at manufacturing firmBatch pro

11、cess Forging process to make fittings for pressure vessels access Producing a batch of textbooks at R. R. Donnelleys plantLine process Auto assembly King Soopers bread lineContinuous process Oil refining process Bordens pasta making processProcess design choicesTo Accompany Krajewski & Ritzman Opera

12、tions Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.HighLowVolumeFigure 3.6Project process Real estate process for leasing and constructing facilities for large insurance company Student teams field projectJob process Customer service process at financ

13、ial services firm General medical practiceBatch process Order fulfillment process of importer/distributor Placing purchase orders at public relations agencyLine process Cafeteria line Teller line at bankContinuous process Power generation plant Providing telephone line accessProcess design choicesTo

14、 Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.Process design choicesLess vertical integrationMore resource flexibilityMore customer involvementLess capital intensity/automationMore vertical integrationLess reso

15、urce flexibilityLess customer involvementMore capital intensity/automationLow volume, customized-service processHigh volume, standardized-service processHighLowVolumeFigure 3.6Project process Real estate process for leasing and constructing facilities for large insurance company Student teams field

16、projectJob process Customer service process at financial services firm General medical practiceBatch process Order fulfillment process of importer/distributor Placing purchase orders at public relations agencyLine process Cafeteria line Teller line at bankContinuous process Power generation plant Pr

17、oviding telephone line accessTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.Units per year (Q)Break-even quantityF2F1Total cost (dollars)Figure 3.4To Accompany Krajewski & Ritzman Operations Management: Strate

18、gy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.Three Techniques for Evaluating Processes Flow Diagrams Process Charts Simulation ModelsTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserve

19、d.* = Points critical to the success of the service = Points at which failure is most often experiencedCustomer drops off car Mechanic makes diagnosis* Discuss needed work with customer*Customer departs with carCollect paymentNotify customer Checkparts availabilityOrder partsRepair completeFigure 3.

20、7Repair not authorized Parts availableService visible to customerRepair authorizedService not visible to customerPerform workInspect/ test and repair Perform corrected workCorrective work necessaryParts not availableTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth

21、 Edition 2002 Prentice Hall, Inc. All rights reserved.A Tour of Microsoft VisioTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.Figure 3.8Process: Emergency room admissionSubject: Ankle injury patientBeginning:

22、Enter emergency roomEnding: Leave hospitalStep no.Time (min)Distance (ft)SummaryNumber of stepsActivityTime (min)Distance (ft)Transport Operation Inspect StoreDelay Step descriptionInsert StepAppend StepRemove StepIncludes TimeAnd Cost Information unlikeFlow DiagramsTo Accompany Krajewski & Ritzman

23、Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.Figure 3.8Process: Emergency room admissionSubject: Ankle injury patientBeginning: Enter emergency roomEnding: Leave hospital1Enter emergency room, approach patient window 2Sit down and fill out

24、patient history3Nurse escorts patient to ER triage room4Nurse inspects injury5Return to waiting room6Wait for available bed 7Go to ER bed8Wait for doctor9Doctor inspects injury and questions patient10Nurse takes patient to radiology11Technician x-rays patient12Return to bed in ER13Wait for doctor to

25、 return14Doctor provides diagnosis and advice15Return to emergency entrance area16Check out17Walk to pharmacy18Pick up prescription 19Leave the buildingStep no.Time (min)Distance (ft)SummaryNumber of stepsActivityTime (min)Distance (ft)Transport Operation Inspect StoreDelay Step descriptionInsert St

26、epAppend StepRemove StepTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reserved.Figure 3.8Process: Emergency room admissionSubject: Ankle injury patientBeginning: Enter emergency roomEnding: Leave hospital10.5015XEnter

27、 emergency room, approach patient window 210.0-XSit down and fill out patient history30.7540XNurse escorts patient to ER triage room43.00-XNurse inspects injury50.7540XReturn to waiting room61.00-XWait for available bed 71.0060XGo to ER bed84.00-XWait for doctor95.00-XDoctor inspects injury and ques

28、tions patient102.00200XNurse takes patient to radiology113.00-XTechnician x-rays patient122.00200XReturn to bed in ER133.00-XWait for doctor to return142.00-XDoctor provides diagnosis and advice151.0060XReturn to emergency entrance area164.00-XCheck out172.00180XWalk to pharmacy184.00-XPick up presc

29、ription 191.0020XLeave the buildingStep no.Time (min)Distance (ft)SummaryNumber of stepsActivityTime (min)Distance (ft)Transport Operation Inspect StoreDelay Step descriptionInsert StepAppend StepRemove StepTo Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Sixth Edition 2002 Prentice Hall, Inc. All rights reser