420营运管理策略教材

1、What is a Processa 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 outputs for its customers.InputsOutputsFeedbackTransformation ProcessAndOperationsThe Funnel and ProcessIts all about thru-putThe Big PictureKi

2、ng Soopers Bakery7000 loaves/hr1000 pastries/hr50 cakes/hrBread linePastry lineCake lineHighLowThe Big PictureKing Soopers BakeryVertical IntegrationRaw materials(eggs, flour, sugar)KingSoopersCustomers(grocery stores)BackwardintegrationForwardintegrationIn-houseprocessesFigure 3.3Process Matrix Pro

3、ject Job Shop Batch Line ContinuousCapacityCapital investmentFlexibilityWorkforceCapacityVolumeAutomationVolume and Process Decisions for ManufacturingHighLowVolumeFigure 3.5Project processSelecting location for new plant in EuropeInstalling ERP for a manufacturing firms business processesJob proces

4、sMachining precision metal tubesInternal consulting team at manufacturing firmBatch processForging process to make fittings for pressure vessels accessProducing a batch of textbooks at R. R. Donnelleys plantLine processAuto assemblyKing Soopers bread lineContinuous processOil refining processBordens

5、 pasta making processProcess design choicesVolume and Process Decisions for ManufacturingHighLowVolumeLess vertical integrationMore resource flexibilityMore customer involvementLess capital intensity/automationMore vertical integrationLess resource flexibilityLess customer involvementMore capital in

6、tensity/automationLow volume, make-to-order processHigh volume, make-to-stock processFigure 3.5Project processSelecting location for new plant in EuropeInstalling ERP for a manufacturing firms business processesJob processMachining precision metal tubesInternal consulting team at manufacturing firmB

7、atch processForging process to make fittings for pressure vessels accessProducing a batch of textbooks at R. R. Donnelleys plantLine processAuto assemblyKing Soopers bread lineContinuous processOil refining processBordens pasta making processProcess design choicesVolume and Process Decisions for Ser

8、vicesHighLowVolumeFigure 3.6Project processReal estate process for leasing and constructing facilities for large insurance companyStudent teams field projectJob processCustomer service process at financial services firmGeneral medical practiceBatch processOrder fulfillment process of importer/distri

9、butorPlacing purchase orders at public relations agencyLine processCafeteria lineTeller line at bankContinuous processPower generation plantProviding telephone line accessProcess design choicesVolume and Process Decisions for ServicesProcess design choicesLess vertical integrationMore resource flexi

10、bilityMore customer involvementLess capital intensity/automationMore vertical integrationLess resource flexibilityLess customer involvementMore capital intensity/automationLow volume, customized-service processHigh volume, standardized-service processHighLowVolumeFigure 3.6Project processReal estate

11、 process for leasing and constructing facilities for large insurance companyStudent teams field projectJob processCustomer service process at financial services firmGeneral medical practiceBatch processOrder fulfillment process of importer/distributorPlacing purchase orders at public relations agenc

12、yLine processCafeteria lineTeller line at bankContinuous processPower generation plantProviding telephone line accessCosts and VolumeUnits per year (Q)Process 2:Special-purposeequipmentProcess 1:General-purposeequipment Break-even quantityF2F1Total cost (dollars)Figure 3.4Three Techniques for Evalua

13、ting ProcessesFlow DiagramsProcess ChartsSimulation ModelsFlow Diagrams* = 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 paymentNotif

14、y customer Checkparts availabilityOrder partsRepair completeFigure 3.7Repair not authorized Parts availableService visible to customerRepair authorizedService not visible to customerPerform workInspect/ test and repair Perform corrected workCorrective work necessaryParts not availableA Tour of Micro

15、soft VisioProcess ChartsFigure 3.8Process: Emergency room admissionSubject: Ankle injury patientBeginning: Enter emergency roomEnding: Leave hospitalStep no.Time (min)Distance (ft)SummaryNumber of stepsActivityTime (min)Distance (ft)Transport Operation Inspect StoreDelay Step descriptionInsert StepA

16、ppend StepRemove StepIncludes TimeAnd Cost Information unlikeFlow DiagramsProcess ChartsFigure 3.8Process: Emergency room admissionSubject: Ankle injury patientBeginning: Enter emergency roomEnding: Leave hospital1Enter emergency room, approach patient window 2Sit down and fill out patient history3N

17、urse 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 return14Doctor p

18、rovides 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 StepAppend StepRemo

19、ve StepProcess ChartsFigure 3.8Process: Emergency room admissionSubject: Ankle injury patientBeginning: Enter emergency roomEnding: Leave hospital10.5015XEnter emergency room, approach patient window 210.0-XSit down and fill out patient history30.7540XNurse escorts patient to ER triage room43.00-XNu

20、rse 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 questions patient102.00200XNurse takes patient to radiology113.00-XTechnician x-rays patient122.00200XReturn to bed in ER133.00-XWait for doctor

21、to return142.00-XDoctor provides diagnosis and advice151.0060XReturn to emergency entrance area164.00-XCheck out172.00180XWalk to pharmacy184.00-XPick up prescription 191.0020XLeave the buildingStep no.Time (min)Distance (ft)SummaryNumber of stepsActivityTime (min)Distance (ft)Transport Operation In

22、spect StoreDelay Step descriptionInsert StepAppend StepRemove StepProcess ChartsFigure 3.8Process: Emergency room admissionSubject: Ankle injury patientBeginning: Enter emergency roomEnding: Leave hospital10.5015XEnter emergency room, approach patient window 210.0-XSit down and fill out patient history30.7540XNu