生产管理概论

1、個案討論全球市佔率第一的汽車廠，BENZ？BMW？GM ？ TOYOTA？(JIT ，Quality Management)Wal-Mart低價战略的背後推手(Supply Chain Management)汽車週休三日(Capacity Planning)鴻海裁過頭，回補萬名員工(Aggregate Production Planning)消費券對3C產業的影響(Bullwhip Effect)生產線上看起來很忙碌(Work Study，Scheduling ， Quality Management，Just in Time)黑蔡的埋怨(Bullwhip Effect，Distributio

2、n Channels)FedEx (speed) vs. 宅配 (low cost，dependable deliveries ，door to door).企業功能生產：透過轉換過程將各種投入資源轉換成最終產品與服務。行銷：發掘消費者實質或潛在的需求，並透過各種手段加以滿足。人力資源管理：配合組織的战略及各項作業需求，適時的提供所需人力在質與量上的滿足。研讨發展：配合組織的战略需求，維持組織的產品與製程技術在一定水準上的程度，以求提昇企業的競爭力。財務：配合組織各項作業，找尋適當資金來源，以最低的資金本钱滿足組織資金需求，並將風險控制在可以接受範圍之內。資訊：籌建組織的資訊系統，提供組織各階

3、層所需的資訊，以援助內部作業、輔助決策制定，或以網路連結上、下游的供應商、通路與顧客，追求提昇企業的競爭優勢。.管理功能規劃：界定組織的目標，並找尋達成目標的手段或方法。組織：界定各單位的業務職掌與權責，建立分工协作的關係。領導：激勵員工使其朝向組織的目標努力，提供最大貢獻。控制：掌握業務的進行方向，以追求組織目標的達成。.企業管理矩陣行銷生產人事財務資訊研發規劃組織領導控制.作業管理的意義管理是藉由計劃、組織、用人、領導、控制等功能性的活動，使組織內部的人物、設備、錢、資訊、時間等資源有效地整合與運用，俾達組織所追求的目標，並達成內、外部顧客最大的滿足。.生產系統投入 土地 勞動 資本轉換過

4、程 產出 貨品 服務控制回饋回饋回饋 附加價值.附加價值作業功能的本質是在轉換的過程中添加價值。附加價值(value-added)：投入本钱與產出價值或價格之間的差異。 .ProcessesProcesses should add value.Processes can be broken down into sub-processes, which in turn can be broken down further.Any process that is part of a larger process is considered a “nested process.Each proces

5、s and each nested process has inputs and outputs.External vs. Internal CustomersExternal Customers are those who purchase the goods and services.Internal Customers are those who receive the output of others within the firm. They are part of the transformation process.Inputs from other processesTrans

6、formation Processes(Adding value)Outputs to Internal or to External customers.問題討論提升效率 壓縮工時.Value ChainsValue chains are an interrelated series of processes that produce a service or product to the satisfaction of customers.Value chains may have core processes or support processes.Core processes del

7、iver value to external customers.Support processes provide vital inputs for the core processes.Core ProcessesCustomer relationship processesIdentify, attract, and build relationships with external customers and facilitate the placement of orders.New service/product development processesDesign and de

8、velop new services or products from inputs received from external customer specifications.Order fulfillment processesThe activities required to produce and deliver the service or product to the external customers.Supplier relationship processesSelect suppliers of services, materials and information

9、and facilitate the timely and efficient flow of these items into the firm.問題討論顧客要什麼 wii vs. PS3Dell 的胜利中衛體系 vs. 彼此競爭的供應商.Operations as the Technical Core Operations Finance/AccountingHuman ResourcesMarketingSuppliersProduction andInventory dataCapital budgeting requestsCapacity expansion andTechnolo

10、gy plansBudgetsCost analysisCapital investmentsStockholder requirementsOrders for materialsProduction and deliverySchedules QualityRequirements Design/Performance specsMaterial availabilityQuality dataDelivery schedulesDesignsProduct/ServiceAvailabilityLead-time estimatesStatus of orderDelivery sche

11、dulesSales forecastsCustomer ordersCustomer feedbackPromotionsPersonnel needsSkill setsPerformance evaluationsJob design/workmeasurementHiring/firingTrainingLegal requirementsUnion contract negotiations.作業管理的範籌1系統設計產品與服務的設計製程選擇產能規劃設施規劃任务系統的設計系統作業品質控制總體規劃存量管理物料需求計劃專案管理.Operations Roadmap(作業管理的範籌2)Com

12、peting with OperationsOperations As a Competitive Weapon1Operations Strategy2Process Design Strategy3Designing Value ChainsSupply Chain Design9Lean Systems11Location10Designing and Improving ProcessesProcess Analysis4Process Performance and Quality5Process Capability6Process Layout7Planning andManag

13、ing Projects8Operating Value ChainsInformation Technologyand Value Chains12Forecasting13InventoryManagement15ResourcePlanning16Scheduling17Aggregate Planning14Outcomes.作業管理的責任(作業管理的範籌3)產品 & 服務規劃產能地點自製或外購佈置專案排程控制存貨品質本钱生產力組織中央集權的程度製程選擇用人雇用/遣散加班指導獎勵計畫任务命令任务指派.Historical Events in OMIndustrial Revolutio

14、nScientific ManagementHuman RelationsManagement ScienceQuality RevolutionGlobalizationInformation Age/Internet Revolution.Historical Events in OMIndustrial RevolutionSteam engine1769James WattDivision of labor1776Adam SmithInterchangeable parts1790Eli WhitneyScientific ManagementPrinciples1911Freder

15、ick W. TaylorTime and motion studies1911Frank & Lillian GilbrethActivity scheduling chart1912Henry GantMoving assembly line1913Henry Ford.Historical Events in OMHuman RelationsHawthorne studies1930Elton MayoMotivation theories1940sAbraham Maslow1950sFrederick Hertzberg1960sDouglas McGregorManagement

16、 ScienceLinear programming1947George DantzigDigital computer1951Remington RandSimulation, PERT/CPM, 1950sOperations researchWaiting line theory groupsMRP1960sJoseph Orlicky, IBM.Historical Events in OMQuality RevolutionJIT1970sTaiichi Ohno, ToyotaTQM1980sW. Edwards Deming,Joseph Juran, et. al.Strate

17、gy and operationsSkinner, HayesReengineering1990sHammer, ChampyWorld Trade Organization1990sNumerous countriesand companiesGlobalizationEuropean Union and1970sIBM and othersother trade agreementsEDI, EFT, CIM1980s.Historical Events in OMInformation Age/Internet RevolutionInternet, WWW, ERP1990sARPAN

18、ET, TimSupply chainBerners-Lee, SAP, i2management,Technologies, ORACLE,E-commercePeopleSoft, Amazon,Yahoo, eBay,and others.生產系統的分類依標準化程度分類標準化的產出客製化的產出依生產型態分類大量生產批量生產個別批生產專案生產產品製造與服務作業.服務是無形的，而產品是有形的。服務的產出多與服務的消費同時發生。服務業經常有顧客參與在整個流程中。服務業的產能易消逝性。服務的地點要遷就顧客。服務業屬勞力密集產業。服務的績效不易衡量。 服務業與製造業的差異.問題討論熱忱、貼心、舒適

19、的定義? 教師、醫師的績效評估內涵與方式?顧客埋怨大排長龍浪費時間假日爆滿，平時冷清.製造和服務的比較分析特性產出與顧客接觸程度投入的一致性勞力密集程度產出的一致性生產力的衡量品質改善的機會 製造有形產品低高低高容易高服務無形服務高低高低困難低High.生產力 (productivity)生產力乃企業資源投入與產出的比例生產力=產出/投入單項生產要素生產力產出/(單項投入生產要素)多項生產要素生產力(multifactor productivity)產出/(多項投入生產要素)總生產力產出/(一切投入生產要素).各種不同的生產力衡量單項生產 產出 產出 產出 產出要素生產力 勞工 機器 資本 能

20、源多項生產 產出 產出要素生產力 勞工 +機器 勞工 + 資本 + 能源 總生產力 產品或服務之產出 一切投入的生產要素.問題倉頡 vs. 無蝦米鍵盤 vs. 語音輸入一分鐘100個字，錯誤率15% vs. 一分鐘90個字，錯誤率0有20份文件待打，先打哪一份？.影響生產力的要素資本品質 技術 管理方法.生產力衡量之問題品質未考慮到與顧客滿意度亲密相關的品質外部要素生產力的提升是由於外部大環境的改善所產生的綜合結果。例如，資訊科技的發展量度的基準不一.改進生產力的方法發展生產力之衡量方法確定瓶頸作業發展提昇生產力的辦法擬定合理的生產力改善目標組織管理階層的支持衡量生產力改進績效並公告周知(控制

21、、資訊回饋)勿將生產力與效率混淆在一同.競爭要素本钱Low-cost operations品質Top qualityConsistent quality產品差異化服務時間Fast delivery timeOn-time deliveryDevelopment speedTime-based competition彈性CustomizationVolume flexibility.生產系統演進與競爭優勢的關係競 爭 優 勢 手工藝生產大量生產豐田生產及時生產零存貨生產矫捷製造本钱品質彈性時間1920195019802000.服務战略1標準化服務战略(standardized-services

22、strategy)Competitive prioritiesConsistent qualityOn-time deliveryLow costs例如，FedEx接單組裝服務战略(assemble-to-order services strategy)Competitive prioritiescustomizationFast delivery time例如，速食店.服務战略2客製化服務战略(customized-services strategy)Competitive prioritiesHigh-performance designCustomization例如，眼鏡行.案例討論10

23、0元剪髮 vs. 750剪髮便利商店 vs. 大賣場.製造战略1存貨生產战略(make-to-stock strategy)Competitive prioritiesConsistent qualityLow costs例如，可樂接單組裝製造战略(assemble-to-order manufacturing strategy)Competitive prioritiesCustomizationFast delivery time例如，傢俱業.製造战略2接單生產战略(make-to-order strategy)Competitive prioritiesCustomization例如，特

24、殊醫療器材.大量客製化(Mass Customization)MeaningAn example of the assemble-to-order strategy, whereby a firms flexible processes generate customized products or services in high volumes at reasonably low costs.Successful keyPostponing the task of differentiating a product or service for a specific customer un

25、til the latest possible moment.Implications of mass customization1Product or service implicationsA product or service should be designed so that it consists of independent modules that can be assembled into different forms easily and inexpensively.Implications of mass customization2Process implicati

26、onsProcesses should be designed so that they can be used to meet a wide variety of needs.One key to supporting mass customization is to design processes as independent modules that can be arranged to provide customization at the latest possible moment.Implications of mass customization3Internet impl

27、icationsWeb pages can be designed to attract customers and allow them to configure their own products or services easily and quickly.案例Dell Computerdell.tw .問題討論腳踏車業者大量客製化之可行性.企業趨勢企業e化供應鏈品質與流程改進科技的創新全球化作業战略環境議題企業精簡精實生產(lean production).Categories of E-CommerceBusinessConsumerBusinessConsumerB2BComme

28、rceoneB2CAmazonC2BPricelineC2CeBay.A New Value ChainManufacturerWholesaler/distributor Retailer Consumer InfomediaryManufacturer E-Retailer Aggregator Portal Consumer ManufacturerWholesaler/distributor Retailer Consumer (a) Traditional Value Chain(b) Intermediaries Eliminated (Deintermediation)(b) N

29、ew Intermediaries Introduced (Reintermediation).New intermediaries of value chainportals (ex. Google) through which consumers access the Web, perform searches, and have the opportunity to link directly to other sites.aggregators (ex. espressotop50 )that bring together related sites or sites of interest to affiliated groups.e-retailers (ex. wholelattelove )that act as virtual med