运营管理复习整理英文review

1、Chapter 1TransformationsWhat Is Operati0ns Management? Physical-manufacturing Production is the creation of goods and? Locational-transportatiorservicess value in the form of by transforming inputsOperations managementis the set of? Exchange-retailingactivities that create： 一 一 一c . goods and servic

2、es? Storage-warehousing into outputs? Physiological-health careInformational-telecommunicat ionsOperations as a SystemE呻酬I ahcrInlomahonTrandorniabon(Conversion |PrncoMGoods m Servicea_Feedbatinform iti-Fi fc r control of process inputs nd price& lechnok.yNew trends in Operations Management?Emphasis

3、 on POM which is a gateway to corporate strategies?Business process reengineering?Lean production?Supply chain management?Agile managementVirtual enterprise, win-win solution?Mass customizationTen Critical Decisions? Service, product design? Quality management? Process, capacity design? Location? La

4、yout design? Human resources, job design? Supply-chain management? Inventory management? Scheduling? Maintenance?E-commerceProductivityMeasure of process improvementRepresents output relative to inputProductivityUnits producedInput usedTwo Critical Notions:Only through productivity increases can our

5、standard of living improve?Productivity?Learn CurveLearning Curve GraphHours per unit,th =（ioo）（n m 助他今 C、-, _ 卯%卬丁 _；、 - 80% curysCumulative units, NLearning? Learning: Relatively permanent change in behavior due to repetition & rewards? Types of learning? Individual? Organizational? Results in lea

6、rning curve effect? First observed in 1936 in airplane industryFactors Affecting Learning CurvesMaterialProduct DesignWorkers SkillProcess DesignContiruoua Improvement MethodsWork Method5I产品设计Chapter 2Research & Development (R&D)? Organized efforts to increase scientific knowledge or product innovat

7、ion & may involve:?Basic Researchadvances knowledge about a subject without near-term expectations of commercial applications.?Applied Researchachieves commercial applications.?Developmentconverts results of applied research into commercial applications.Product Development Techniques?Quality Functio

8、n Deployment (QFD)?Organizing for Product Development ?Manufacturability and Value Engineering ?Reverse EngineeringReverse EngineeringReverse engineering is the dismantling andinspecting of a competitors product to discover product improvements.Lens reverseengineeringValue Analysis/Value Engineering

9、Focuses on design improvement during productionSeeks improvements leading either to a better product or a product which can be more economically produced.The Benefits of Manufacturabilityand Value Engineering?reduced complexity of products?additional standardization of products?improved functional a

10、spects of product?improved job design and job safety?improved maintainability of the productMass CustomizationMass customization:?A strategy of producing standardized goods or services, but incorporating some degree degree of customization?Delayed differentiation?Modular designFacility Location and

11、LayoutChapter 3Major Methods of Solving Location ProblemsWeighted methods which:? Assign weights and points to various factors? Determine tangible costs? Investigate intangible costsCenter of Gravity Method? Find best distribution center locationLocation breakeven methods? Special case of breakeven

12、analysisTransportation method? A specialized linear programming methodPlant Location MethodologyTwo refineries sites (A and B) are assigned the following range of point values and respective points, where the more points thebetter for the site location. Major factors for site locationPt. RangeSites7

13、5Fuels in regionOto 330123 156150 1005463Best Srte4555 is834148445504520Power availability and reliability0 to 200Labor climateOto 100Living conditionsOto 100Transportation Water supplyOto 60Oto 50ClimateOto 50SuppliesOto 60Tax policies and lawsOto 509 Total pts 528558Locational Break-Even Analysis

14、ExampleYoure an analyst for AC Delco. YbuYe considering a new manufacturing plant in Akron, Bowling Green, or Chicago. Fixed costs per year are $30k, $60k, & $H0k respectively Vanable costs per case are $75, $45, & $25 respectively. The price per case is $ 120. What is the best location for an expec

15、ted volume of 2,000 cases per year?Locational Break-EvenCrossover ChartCenter of Gravity Method EquationsX Coordinate& = x coordinate ofAlocation iY Coordinatec -W. = Volume of goods moved to or from location idy = y coordinate of location iAnother example ofCenter of gravity methodSeveral automobil

16、e showrooms are located according to the following grid which represents coordinate locations for each showroom.(700 0)D (250.580)A Question: What is the best location for a new Z-Mobile warehouse/temporary storage facility considering only distances and quantities sold per month?Determining Existin

17、gFacility CoordinatesTo begin, you must identify the existing facilities on a two- dimoneional piano or grid and determine their coordinates.n(250.5W)A (-00.200(7W.M0)You must also have the volume information on the business activity at the existing facilities.ShowroomNo. of 2Mobitessold per monthA1

18、250D1900Q2300(0.0)Determining the Coordinatesof the New FacilityYou then compute the new coordinates using the formulas:2.417,0005.450=443.49100(1250) - 250(1900) - 790(2300)1250 + 1900 + 2300200(12S0) - 580(1900) - 900(2300) . 3.422,0001250 * 1900 - 23005.450D(250,5MA(100.200)Q (TM.900)ShowTOomNo o

19、fZ-Mobitessold per monthA1250D1900Q2300New locationLoad-Distance CalculationsnLD=工 Ij/ = 1where.LD the load-distance valueIj the load expressed as a weight* number of trips or units being shipped from the proposed site and location idi = the distance between the proposed site and location i6 = /(xrx

20、p + (yrypwhere,(x9y) = coordinates of proposed site(Xj f yj = coordinates of existing facilityLoad-Distance ExampleSiteXYABCD1360180X20010C2505002420450Y2005006003003250400Wt7510513560Potential SitesSuppliersCompute distance from each site to each supplier= 161.2=412.3Sitel=/(200&0P +(200-180)2尸+ (如

21、/J2 =/10060尸(500180尸dD= 184.4Load-Distance ExampleSite 2 dA= 333 dB = 323.9 dc = 226.7 dD = 170Site 3 dL 206.2 dB = 180.4 dc = 200 dD = 269.3Compute load-distancenLD= ZSite 1 = (75*61.2) + (105)(412.3) + (1351(434.2) + (60)(184.4) = 125,063Site 2 = (75)(333) + (105)(323.9) (135)(226.7) * (60)(170) =

22、 99,789Site 3 = (75)(206.2) + (105)(180.3) + (135)(200) + (60)(269.3) = 77,555-* Choose site 3线性规划运输问题笄法1.供应过程运费狙少问题:例二条公司有三工厂；A. B. C,在三个城市：布两个。4P、Q. 位于不期绒市0分个仓库月册供皿市场2100吨产品。为更好的服务 即安. 令B决定再设一析女库o 母加隔穴X和丫两个小可小。参。 根据以下资料谎也持其一。工厂力(4/月JK* /他(%)HqXXA240015274851B240027122427C1800452-915廨首先,假定X选中.其解如下表

23、,月总运砌费用为：2100 x 15 + 2100 x 12 + 300 x 24 + 1800 X 9 二80100工厂仓库能力PQXA2100 15274830Q 02400B272100 12300 24024004&241800 901800需求210021002100300其次，再假定Y选中.其解如下表。同样.月总运的费用 为：2100 X 154-2100 x 12+300 x 27+1800 x 15 = 91800 皿后，两者比较，选择x枚好。工厂仓库能力PQY虚拟仓内A2100 1557300 02400272100 12300 27C2400C45241800 150180

24、0需求2100210021003002.严品发远江积运费垠少问题:例4名公司有两个工厂A和B,三个仓库 J V. W.分别位于不同的 软木力小得火质.决在迭蜂异乩市X一析厂。现才两个备工厂*t. 位于不同城市，工奉东件如下. 俄做出选择.屏普先.睚至K选中. 其醉如下哀衣 月是发圾费用为：2200 x 10H400 X 164200 x 11-2100 X 12 = 76000其次，再低，定Y选中.其解如下我打同样.月息发还费用为：2200X 10 + 1400 x 16-200 x 1442J00X8 = 64400 叔后 两者比较.选择丫校,九Layout and Its Objectiv

25、es?Layout: Location or arrangement ofeverything within & around buildings?Objectives are to maximize? Customer satisfaction? Utilization of space, equipment, & people? Efficient flow of information, material, & people? Employee morale & safety导向布局：.以产品为导向的布局：（洋快餐）专用设备，对材料要求高（挑剔） ，要求每一环节单位 时间产出相当，种类小

26、，效率高，不能产生瓶颈，个性化强。U型布局：占地小，空间大。.以工艺为导向的布局：（云大医院）要求相同设备集中摆放，达到少停留，用到通用设备，对原材料不挑剔，整体成品移动时间最短，效率低，个性化弱。Process, Capacity Planning and 6SChapter 4Some Basic Notions about Process?Process is an organizations approach to transform inputs into outputs?Inputs and outputs?Network of activities and buffers?Inf

27、ormation structureFlow time, Flow Rate andInventory Dynamics: Littles LawAverage Inventory (I) =Throughput (R) *Average Flow Time (T)Process analysis can be applied to many different context:Material flowCustomer flowJob flowCash flowFlowchart SymbolsBottleneckInspectionFlows of matenate or customer

28、sFlows of informationTa$k$ or operationsStorage areas of queuesDelayCT: 0.75h/100 loavesBread Production Lines FlowchartCT: 1h/100 loavesCan you see any problem?PI 02-103, Chase 9eTedy bear case分析卷产金及g工序恰效率rrr：次与/性力描，力&计算)( IMlTff1(1 WTffWTATWMIMi *好上体 鼬贴让食&M4回LowMultipleFew NInjorHigh WuuVoknue.Pro

29、ducts.因oduc3HighOtic of nLowHigherStandard*KindVblumeXbhuiiei2ntionAED MsionEve Gl 箝se营1JobShopn.m.AssemblyLinIV.C：QuonuQ 型FicwCiHETpdlnrReaiyEquipmentHotidftAatomobileA5embhBTRffintQpFlexibilityFl&bikr.k i;High.Unit C 网Flexibility (Low)Umr Cost (Low)现场管理的六大目标?Productivity ?Quality ?Cost ?Delivery ?

30、Morale?Safety6s是什么?5s是日文SEIRI（整理）、SEITON（整顿）、 SEISO（清扫）、SEIKETSU（清洁）、 SHITSUKE（修养）这五个单巩因为五个单 词前面发音源是“S,所以统称为5S o后 来SAFTY （安全）被纳入，称为6S管理。破窗实验与5S-暗示性”纵容你知道张瑞敏接手海尔公司最初提出的口号吗？ 你知道广外本田接手广州标致后做的第一件事吗?航天发射五条安全标准Project Management ActivitiesControl Img?故障复现?措施有效?举一反三Project ManagementChapter 5Project Define

31、dProjectA series of related jobs usually directed toward some major output and requiring a significant period of time to perform.? Websters Dictiona ryA large or important, often publicundertaking?定位准确?机理清楚Planing* Objectives Resourcfis* Work brtk- OfganliMionScheduling* Project Start a crtdtims Net

32、work5s小结中文k -一一 - T英文典型例子整理SEIRIOrgaizatton倒掉坛境. kffi不用的东西放佥岸整顿SEFTONN&atiess30桃内就川找到要找的东西尚打SEISOCleaning唯使用准负责清洁（营理）清清SEIKETSUStandardization管理的公开化、透明化修养SHITSUKEDfuipli门宅 and training再守标疳.忸纵精神安全安全 (Safty)Work Breakdown StructureLevel Program1 Pt 1 23Subtaak 1.1.1 Subtask 1J.2 二4Work Package 1.UJWor

33、k Package Project Scheduling Techniques? Gantt chart? Critical Path Method (CPM)? Program Evaluation & ReviewTechnique (PERT)The Six Steps Common to PERT & CPMDefine the project and prepare the work breakdown structure,Develop relationships among the activities(Decide which activities must precede a

34、nd which must follow others.). Draw the network connecting all of the activitiesAssign time and/or cost estimates to each activityCompute the longest time path through the network.This is called the critical pathUse the network to help plan, schedule, monitor, and control the projectNetwork Terms4 Y

35、earsEvent (Node)Activity (Arrow)八Event (Node)Receive dipEomAttend study etc.，尸 采用双代号网络图法(Activity-On-Arrow , AOA)Forward PassEarliest Start and Finish StepsBegin at starting event and work forwardES = 0 for starting activities- ES is earliest startEF = ES + Activity time* EF is earliest finish ES =

36、Maximum EF of all ped巳cbssos for nonstarting activitiesA Shortcut to Identify Critical Path in an AOA Networkes|lfExemplified by taking slide p50左大右小Variability in Activity Times;CPM assumes we know a fixed time estimate for each activity and there is no variability in activity times;PERT uses a pro

37、bability distribution for activity times to allow for variabilityAggregate Planning绅Probability of Project CompJPtion丁口闪 T3面再.a 5-anpLited b% 5LFnrtg ts： ifaiaiKs d 口 Heal MlvttnPrvfrct ranancrd; - II + .11 * 1 OD * 1 73 + li - 311projecl 4 MdiaEmwMan& Prcea vdiunce=1呜帮一士s-aProbabilily of Project Co

38、mpktionPERI mflknWpimzugHME3 x，iF七* gna向力nrv-s的忙皿s wmat眸口081卜艮.加M x匕学柳占吧匕旦忙占i-nX=u+6 ZX代表存货量，u代表期望,6是标准差，Z是服务率Probibiy of Project Com potionArojKi flfumDr r mnpurrd b P uiHrHnQ Z 廿七=二比Mtl”qJ mfeer aanee 1 附nance国 Ea 3 Blk*RTl斯加1疝I -paE力ire iS zjccn pe i? W hrf,LUl aCflMM 胃 U SO加1 JK 2心 I KFL：6T fif

39、WHE 1 gam lift M工JJ3J R l_EmdnsiiE.CF /i k，km optimalThe smatfes r t/ncovered /lumber is 2 so f/irs js s 岫。cr7 frwn 9t othf uocowvcf/iumbtirs arx/ addeef(o，皿nbets ar tfie “MWWGtfW XUE2srepj. MMaCTWISran&y 值 no w Hwftcr Gas usb me only poisKMe MsiQmne/n tot uwreru .mm ,w /nt/sr 00 k “odt8 A 加Cs dMcoo

40、V MS4gvcd. Tb/s 2n装 X6 for wtxMCf aBecause /irre Aws are HMdRf. m g&ubM is opr/Da/afNf asrmrnts can beSgp 4 - AssionmontsCreate zero cpportuntty costs by repeated/ subtracting f/re lowest costs from each row antf column.Drawinc m/nom/mm/mfieror ucrtrca/ and horizontal fines necessary to cover ill th

41、e zeros in tfte table. JI the number of lines equals either the number of rows or the number。，co/umns.pr&CMf 婚 step 4. Offtefwise proceed to step 3.Assignment MethodX Subtnct ttK numOer noteoverotf by a lino frwn all otherunegveEAtftf the wrwnumber to any number at the mtersecticn of two Zrnes. Petu

42、rn to Step Z4. Optimal assignments an M zero locations in the tabJc Select ore, draw Jines through me row and cotirmn jnvtvd, and continue to the neyf assignmentAssignment ExampleRom tfre o 熊网,eesf tdfiieMinmum CQSt=t$ $1。= $25Step 4 - Ass即mn sSequencing Jobs0 Specifies the order m which jobs should

43、 be performed at work centers0 Priority rd/ei we 心/ to dhpMch or sequencejobsaFCFS： Rrtt eMe. nf served3 SP7： Shortest processing bme ECC: Earfjost due tfateEllF7r Longest processing limeSequencing ExampleApply tM four popular scqucncJng rules to the five fobsJ2 V 八 Ba:5 T.Tra?JobIXvDoDan)6323Sequen

44、cing ExampleFCFS: Sequence A-iB-C-D-ESequencing ExamplewrSequencing ExampleSDD： S9(rence B AC-CSequencing ExampleFCFS: SequenceJiiUXkZww FWc* B0 limrJlim !uapma *心 Lre，AL.j0s:9d, .Ci订99319c.E，寓；3J7711Sequencing EiampleSPT： Sequence B-H-A-C-Em 3ctmceJib RM BcceaDZtaHm gra LnoKc才260JJ，f0A.U3gS*1E*2i21

45、:(0ClSequencing ExampleEDD: Sequence B4QGEUUMFUHAHJSCQKQCeiProcEsnc： VastH=ereB1*00A69faDJItU0Ci19iI0JJ3M.Sequencing ExampleLPT Seqsepnew汕 3RULX4 0 gL 皿：Ta H11AktDw 3岫r mj3一B0.CiP/J4AiXJnfMn?A；：MMJMWSequencing ExampleLPT: SequenceXvwjoe nwiterirnrHmgz.we . 75万嬴M3M 3oM IM (fykAvrraoe joO iatenDM JJCS

46、KTJTJ3s *-，$ dvyBSummary。，Ru/esAmecjlnra|BMxxtarot lobiaSystsaAiTnee InofiK (Dw)IUeCooqtaxaCnlnauoaFOS1542.73JJSPT00mJM/IEDD1J.6山3.43JJLPTJO0山36S。YSequencing ExampleComparison! of Sequencing Rules0 No one sequencing ruQ eree/j 6n Ml criteria。SPT does well on minimizing Wow ome and number of jobs in

47、m systemB Rut SPT moves long jobs to the end which may resu/t incummrs0 FCFSMs not tfo especially wcu (or poorly) cn jny ernem but J$ p&rcoivQd as凉 wstwrwrsB EDO minimizes latenessCritical Ratio (CR)0 Aff intiox ntrmlKr found by divMing the tftr mmamjng until ttw due date by the wxK wnw remaining on

48、 m ,6B Jobs with Jow critical ratios arc scheduJetf aMad of Jobs with higher Gftacal ratios Perfonns well on avenfgc joty latcncs s criteriaHrw rmaningOur OUp - rooto/k cfialpYSequencing N Jobs on Two Machines;Johnson s RuleB 的 rks with two or more jobs chat N” through 仿。sama mo mac州nes or work cent

49、ers的 Minimizes total production time and idletimeJohnsons Rulef. unaiijoat and ernes 2r ecn work centerChoose the job with the shortest xtiviry tmM. ir that wne ti in me nnt hwk confer seftedu/e vk job mt. rr ft is in tnc second wwlc Mnhec schedule tfte/oto UstOnce j job rs scheduled, fts Nmnatod fr

50、om the IMAepeof steps 2 and 3 wording toward the center or me 四vensMJohnson、Rule ExampleWW* Jf UviC*r?Jotinioni Rui，Em/mpd若最少工序在第一道工序排第一位 若最少工序在第一道工序排最后一位Johnicrii Rtilt UUCsns 12tfL 0 CASi-edulin Servlet Employ t&s WithCyclical SchAduling团 G切岳 gfuwt ffiaffinff rajuirommils wirit Hie mrnjmuin number

51、 of wockws Schcduics need lt be smooth and kao)pononnei happyEJ Atony =iwiMug ortsrsima口怕口启用面占to C 3np总工,Taar proorarnmirKT scJuTicnsCycikal 乳 h4dubng ExampleT. DctcnniiK m stjflinjr req-urrementsiwt? rtmsrti/tryc oyi wirtj tfrelowest to tar neqirtrements anf uirF ifrfse astfayt etfMake a newof m?Li

52、(remenfi，访EWTlriff 的。响师 vwrCby fMflrff tmptojfvaAfipt/itp 2 ra trw iww nw5.附*war 5隆用 Jiradunm m Efwrwnon埠 tW9 如所 met M*Warting Lin MadeteTwo quotations about QueuEgThr 岫曰 Luue alwJt&Bn LTf vll -i-miae luif t -lw on? vau kfr wiill it art ir luoic faiici (han ihc pik ywte inOutlineB Charjcrtrfflues Of

53、 A Wajfjjig-Lino iysfemM Gfijrctcra aa如 wnfttng-Ltnc GnaramnstifsM FKiirty GMocmWd1 Maturmg 5c Qucw 旨 frtom)a(K0 Queuing GastsOutline - Continued的 The，)个e Of QuealnQ IVtadels.1 Mbw AfMWTjr smggcgnr Qinuing mmce vmn rmsmbi Arrrvar9 uM kei3 ScrvjGfi TlnxJmSflKM与匕 MUfti即GtiarWKtQtmiing MexMJM 肝口* 3*ru。

54、/ coFisunr service Time MwiciEJ MMJ D: Lfnvtti PetpiOitCfn MotM同 Of/icr QLFCurna 4 notchesThe Psychology of Waiting LinesWaiting is frustrating, demoralizing, agonizing, aggravating, annoying, time consuming and incredibly expensiveFedExs AdvertisementAdvertisementTwo laws about waiting:Occupied tim

55、e feels shorter than unoccupied timeeA_?A watched pot never boiled. S=PS=P-EESome Tips about Queuing;Unoccupied time feel longer than occupied time;Pre process e-process w aits feel longer than in process time;Anxiety makes waits seem longer;Uncertain waits are longerlonger than known, finite waits;

56、Unexplained waits are longer than explained waits;Unfair waits are longer than equitable waits;The more valuable the service, the longer the customer will wait;Solo waits feel longer than group waitsInventory ManagementChapter 7Inventory and Inventory System?Inventoryis the stock of any item or reso

57、urce used in an organization. These items or resources can includeaw materials, finished products, component parts, supplies, and work- n-process.?An inventory systems the set of policies and controls that monitor levels of inventory and determines what levels should be maintained, when stock should

58、 be replenished, and how large orders should be.The Functions of Inventory? To serve as a buffer to against variation in operations and to smooth production requirements? To provide a stock of goods that will provide a selection for customers? To protect against stockout? To take advantage of quanti

59、ty discounts to hedge against price increasesInventory and ProfitThe average cost of inventory across allmanufacturing in the United States is 30 to 35percent of its value, while in retail cycle theinventory cost of an item can be equal to 25percent of its value annually, therefore, a reduction of i

60、nventory is an increase of profit.Types of Inventory? Raw material & purchased parts? Work-in-progress (Partially completed goods )? Maintenance/repair/operating supply? Finished goods? Goods-in-transit to warehouses or customersRun time Job is at machine and being worked onQueue timeJcrb iswhere jt