生产运作管理课程大纲.docx

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1、生产运作管理课程大纲(本科)课程名称： 生产运作管理(Production and Operations Management)课程性质：必修/选修编号：学时：3学时/周主编姓名：祁军单位：岭南学院职称：副教授授课对象：本科生专业：物流管理班级：01级编写日期：2004年11月修订 办公电话：84113863E-Mail :lnsqij 一、课程简介人类最早的管理活动就是对生产活动的管理，本世纪初的科学管理运动也始于生产管 理。随着服务业的兴起，生产的概念得到延长和扩展。过去，西方学者把与工厂联系在一起 的有形产品的制造称作“Production(生产)，而把供应劳务的活动称作“Operati

2、ons(运 营)。现在，他们有时将两者均称为“Operations”(运营)。西方学者将有形产品和劳务都 称作“财宝”，把生产定义为制造财宝的过程，从而把生产的概念扩大到非制造领域。生产运营是将生产要素(投入)转化为有形产品和无形服务(产出)的过程，是制造顾 客所需价值的过程。运营管理所追赶的目标可以用一句话来概括：高效、低耗、敏捷、清洁、准时地生产合 格产品和(或)供应满足服务。高效是对时间而言，指能够快速地满足用户的需要。在当前激 烈的市场竞争条件下，谁的订货提前期短，谁就能争取用户。低耗是指生产同样数量和质量 的产品，人力、物力和财力的消耗最少。低耗才能低成本，低成本才有低价格，低价格才

3、能 争取用户。敏捷是指能很快地适应市场的变化，生产不同的品种和开发新品种或供应不同的 服务和开发新的服务。清洁指对环境没有污染。准时是在用户需要的时间，按用户需要的数 量，供应所需的产品和服务。合格产品和(或)满足服务，是指质量。归结起来，对运营管理 的要求包括6方面：时间(Time, T)、质量(Quality, Q)、成本(Cost, C)、服务(Service, S)、 柔性(Flexibility, F)和环境(Environment, E)。1、特点(1)将制造业和服务业统一考虑 运营管理不仅包括机械制造行业的生产管理，而且扩充 到整个加工装配式生产和流程式生产的管理；不仅叙述物质资

4、料的生产管理，而且介 绍供应劳务的运营管理。运营管理是从事任何服务业工作的人都需要了解的，如交通 运输业、通讯业、饮食业、保健业、商业、金融业、公用事业等。制造业的生产管理 和服务业的运作管理有许多共同点，同时又有许多区分，将它们统一考虑更有利于读 者把握。(2)运营管理涉及最多的还是制造业，需要介绍制造业生产管理的最新进展 近年来，对 制造业生产管理的争论取得了很大进展，新的管理思想和新的生产方式不断消失。如: 制造资源方案(Manufacturing Resource Planning, MRP11) 精细生产(Lean Production, LP)、最优生产技术(Optimized P

5、roduction Technology, OPT) 灵敏制造(AgileWhat are the main lessons from the cannery example in the note on Inventory Buildup Diagrams”? What factors and tradeoffs do you need to consider in designing a production system? Are service systems different? What are the broad sources of variabilities in produ

6、ction and service systems? What are some operational strategies to: (i) respond to variability (e.g., in demand), and (ii) reduce variability?Exercise: Solve the QUEUING PROBLEMS in your course packet.Class 5 Process Flow AnalysisQueuing in Health ServicesCase： UNIVERSITY HEALTH SERVICES: WALK-IN CL

7、INICQuestions: Draw a process flow diagram that reflects the current UHS walk-in clinic operations. What are the sources of variability in this system? Using the average service rate for nurse practitioners given in the case, compute their utilization rate, averaged over the whole week. Compute thei

8、r utilization rate for the peak hour, Mondays, 8:00-9:00 am. What assumptions did you make to get these answers? Perform the same analysis fbr the doctors, assuming that the clinic operates without allowing patient requests for specific providers. Use the queuing models to compute the mean waiting t

9、ime in queue fbr nurse practitioners. Try to explain any discrepancies you find. How can theoretical queuing models provide additional insight? What recommendations would you make to improve service at the walk-in clinic?Class 6 Process Flow AnalysisFIRST WRITTEN ASSIGNMENTCase： NATIONAL CRANBERRY C

10、OOPERATIVEQuestions,. What are the problems facing receiving plant No. 1 (RPI) What industry trends are likely to affect cranberry processing and how? What are the sources of the variability that NCC is subjected to? Develop a process flow diagram, showing the capacities of the various stages in bar

11、rels per hour. Suppose that a peak harvest-season day involves 18,000 barrels of berries, 70% of them wet harvested, arriving over a twelve-hour period from 7 am to 7 pm. Would trucks have to wait to unload? When during the day would trucks be waiting? How much truck waiting time would you expect? H

12、ow would the various actions contemplated by Hugo Schaeffer affect peak day performance? Suppose the cost of renting cranberry trucks with drivers is $ 10,00 per hour. What would you recommend? Why?Class 7 Inventory ManagementEOQ, Newsvendor Model, MRPReadings： A NOTE ON INCREMENTAL ANALYSISa note o

13、n Production Inventories (HBS note).RELEVANT COSTS FOR DECISION MAKING.INTRODUCTION TO MATERIAL REQUIREMENTS PLANNING by Porteus C13?C14Exercise. Solve the inventory problems in your course packet.Questions9. What is the basic purpose of an MRP system? What documents are produced by an MRP system an

14、d how are these used? What procedures are used fbr master scheduling and shop floor control? Why might MRP generate big discrepancies between physical inventories and paper records?Class 8 JITToyota Production SystemReading9. CIOCase. TOYOTA MOTOR MANUFACTURING, USA INC.Questions: What are the princ

15、iples of the Toyota Production System? As Doug Friesen, what would you do to address the seat problem? Where would you fbcus your attention and solution efforts? What options exist? What would you recommend? Why? Where, if at all, does the current routine fbr handling defective seats deviate from th

16、e principles of the Toyota Production System? What are the underlying causes of the problems facing Doug Friesen?Class 9 ERPReading: Thomas H.Davenport, Putting the Enterprise into the Enterprise system J Havard Business Review(July-August 1998):Reprint 98401Case: Cisco system, Inc.implementing ERP(

17、9-699-022)Question is typed in the case material.Class 10 Cellular ManufacturingCase: DORE-DOREQuestions: Evaluate the changes Dore-Dore has made in its childrens knitwear division. How does the performance of the traditional operation and the cellular manufacturing system differ? (To asses differen

18、ces between the two systems, assume that an average childrens garment requires 10 operations, and the throughput time for a single garment in a knitwear cell is 3 hours.)For example, how does work-in-process inventory change when cells are implemented?What changes are required to ensure successful i

19、mplementation of cellular manufacturing? Is worker cross-training necessary? What is Dore-Dore!s motivation for converting to cells? Should the company continue with its plans fbr complete implementation of cells in childrens knitwear? If not, which knitwear products (if any) should be manufactured

20、in cells? Should Dore-Dore implement cells in its hosiery production area? If so, would you suggest any changes to the cell design as currently proposed by M. Enfert? If not, what alternative approaches could Dore-Dore take to address the concerns M. Marguet raises in the case?Class 11 Bottleneck Ma

21、nagementManagement of ConstraintsReadings THE GOAL： A PROCESS OF ONGOING improvement by Goldratt and Cox MRP, JIT, OPT, FMS? - MAKING SENSE OF PRODUCTION OPERATIONS SYSTEMS (hbr article)LETTERS TO THE EDITOR debate (in your course packet).C17Exercise. Prepare a summary of the wisdom of Jonah. Be pre

22、pared to critically evaluate this wisdom.Class 12 Supply Chain ManagementRapid Response; Agility; Hedging ForecastsSECOND WRITTEN ASSIGNMENTReading-. MANAGING SUPPLY CHAIN INVENTORY: PITFALLS AND OPPORTUNITIES by Lee and Billington (SMR article). C8Case:Sport obermeyer, Ltd.Questions*. Using the sam

23、ple data given in Exhibit 10, make a recommendation fbr how many units of each style Wally should make during the initial phase of production. Assume that all of the ten styles in the sample problem are made in Hong Kong, and that Wally!s initial production commitment must be at least 10,000 units.

24、What operational changes would you recommend to Wally to improve performanceHow should Wally think (both short-term & long-term) about sourcing in Hong Kong vs. China?Class 13 Integrated Manufacturing and Distribution NetworksCase： ELLIS MANUFACTURING COMPANYQuestions： What problems does Ellis face?

25、 Why does it have these problems? What is the cost of a blender at Barnstable? Flower Springs? Georgetown? How should Ellis configure its network? Does the international aspect of its business change anything?Class 14 Quality ManagementStatistical Quality ControlReadings： A NOTE ON QUALITY： THE VIEW

26、S OF DEMING, JURAN, AND CROSBY (HBS note).THE MEMORY JOGGER (to be distributed in class).Motorolas publication what is six sigma?Case:HANK KOLB, DIRECTOR QUALITY ASSURANCEc7Questions: Why does Motorola strive for 60 quality? What are the causes of the quality problems on the Greasex line? What shoul

27、d be the responsibilities of Hank Kolb and the quality department for the Greasex product? How can employees be motivated to assure and improve quality? Is motivation the main problem?Class 15_ _ 0出如刎Process ControlCase: PROCESS CONTROL AT POLAROID (A).Questions: Assess the magnitude of the cost of

28、the ciualitv problem at the R2 plant. How g皿皿e_ 史密_10侬f(里 _ 诞pecti出i?_ _ Jts _ sqjpplingmethods ?_ Usins the data in the exhibits and the note on process_control_chaHsf_ construct the SPC charts. What conclusions should Rolfs draw? Is the duality of R2s outputbetter.耍物rsg?卫。吠 丝度convince others of yo

29、ur conclusions? What recommendations would yoM make to Rolfs in order to address both 便 qr te 侬辿 mes ?Class 15 Quality ManagementTotal Quality Management program ImplementationReadings HOW TO COLLECT DATA (Handbook of Quality Tools, Kazuo Ozeki9Tetsuichi Asaka)Case: FLORIDA POWER & LIGHT QUALITY IMP

30、ROVEMENT STORY EXERCISE(A) (HBS 9-689-041)Questions: What are the strengths and weaknesses of FP&Ls QIP? What factors are responsible for the success of FP&Ls QIP? Consider both organizational issues and contextual factors. What are the characteristics of business in which an FP&L-style program is a

31、ppropriate? Inappropriate?Class 16 Quality ManagementKnowledge Creation and ManagementReadings MANAGING AND MEASURING TECHNICAL KNOWLEDGE by Bohn (SMR article)Case:SOLAGEN: PROCESS IMPROVEMENT IN THEMANUFACTURING OF GELATINQuestions: Should Kodak build a new gelatin manufacturing plant based on the

32、new Solagen process? What issues do you think Mr. Bolten should be considering? What roles do learning and knowledge play in the gelatin manufacturing strategy? What are the key issues in implementing change to the gelatin manufacturing process?Class 17-18 Plant ToursReadings:manufacturing PLANT TOU

33、R question list by EppingerWe will hold class on the road today, and will go on a plant tour. Details to follow.Class 19-20 Guest SpeekClass 21 Process Re-engineeringReading-. REENGINEERING WORK： dont AUTOMATE, OBLITERATE by Hammer (HBR article).Case: bank of America： ACCOUNTS payable (A) (Stanford

34、case). C16Questions*. Of the Six Tools“ in the Memory Jogger, which are potentially helpful in organizing you thoughts on the Bank of America case? In broad terms, what are the problems being encountered in Accounts Receivable, and what are the basic sources of those problems? What fundamental princ

35、iples should be applied in redesigning the Accounts Receivable process? What are your specific recommendations?Class 22 TQM and Re-engineeringTHIRD WRITTEN ASSIGNMENTReading： REENGINEERING THE CORPORATION： A REVIEW ESSAY by Cole.Questions. In your opinion, what, if anything, is new and different abo

36、ut re-engineering as distinct from TQM and traditional quality management philosophies? What differences are there between China OM and USA OM?Class 23-24 Course Wrap-upTeam presentationFinal Exam争论生选修课程大纲2004学年下学期争论生教学方案理论、案例、实践三方面的结合1、同学必需预先阅读本科教材生产与运作管理，蔡斯2、同学能够对部分章节进行讲解3、案例来源：嬉戏、教材案例、生产与运作管理案例（加

37、拿大毅伟管理学院）4、实践项目争论小组报告同学以2-3人为单位组成项目争论小组。针对实际中的运营管理问题提出解决问题的方案。 目的在于提高同学运用所学理论解决制造业或服务业中运营管理问题的力量。项目争论小组 报告分为书面报告和小组口头演说。项目争论小组报告的评估书面报告 25分小组口头演说20分（小组集体分15分，个人分5分）项目小组需自行对一个企业进行实际考察与争论，得到第一手资料。小组报告一般包括：目的、现状、问题、改进建议、实施方案，预期效果。小组报告一般不超过2000字。分析应有事实或数据为基础。小组口头演讲小组发言15分钟左右，10分钟同学以管理者或董事会成员身份提问。课前各小组最好

38、将发言提纲（要点）EMAIL给同学。5、课时支配课程介绍及教学支配2学时QUEUEPROJECT物流流程再造3*4蛋糕案例质量管理生产方案JITBEER GAME5*4实习报告10 （含报告时间）或文献阅读及报告SCHEDULE2月24日课程介绍和布局5S等基本概念-23月3日蛋糕案例（1）-蛋糕生产方案作业-23月10日蛋糕案例（2）及项目管理（刘礼花）一33 月 17 日 DELL MODELGUEST SPEECH-43月24日泰勒科学管理（秦亮）、砌砖嬉戏（1）-如何标准化，实践要求和 支配-33月31日老师出差4月7日砌砖嬉戏（2） （3）4月14日春晖园案例、学五饭堂煎鸡蛋排队问题

39、4月21日排队论理论（黄艺伟等）、布置作业、排队的管理（需求、KENDELL MARK、等待时间与服务数的均衡等）4月28日质量管理（王莆等）5月12日晚上流程再造5月19日物流管理5月26日调查物流流程再造3*4质量管理生产方案JITBEER GAME5MManufacturing, AM)、计算机集成制造(Computer Integrated Manufacturing, CIM) 供应 链管理(Supply Chain Management, SCM) 业务过程重构(Business Process Reengineering, BPR)等。这些新思想和新虽然起源于制造领域，但也可以应

40、用到服务 业。(3)将运营管理与营销管理相联系 将运营职能和其它职能分开考虑，片面追求运营系统 的优化，不利于提高企业的竞争力。由于生产系统只有按市场的需求，在适当的时候 出产适当数量的产品或供应所需的服务，才能最大限度地降低成本，准时满足市场的 需要。准时性将企业内部的生产和外部市场的需求结合在一起。对服务业来讲，更需 要将运营与营销统一考虑，由于许多服务业的运作和营销是不行分的。2、运营管理的历史进展一、科学管理二、管理科学三、准时生产四、业务过程重构五、供应链管理二、教材及参考书目教材：蔡斯运营管理(第九版)机械工业出版社2003参考书目：1、JAY HEIZER BARRY RENDE

41、R,生产与作业管理教程，华夏出版社，第四 版2、ROGER W SCHMENNER刘丽文译服务运作管理清华高校出版社20013、JAMES A. ERSKINE PRODUCTIONS AND OPERATIONS MANAGEMENT CASES，CHINA MACHINE PRESS, 19984、高德拉特科克斯著目标上海三联书店19995、迈克尔 戴尔 戴尔战略上海远东出版社19996、宋华日本7-11中国人民高校出版社20007、宋华 现代物流与供应链管理案例 经济管理出版社20018、祁军21世纪商学院MBA中国实战案例2002.教学目标学完本课程后，同学应当：Knowledge 在

42、知 识方面understand key concepts and theories and the application of operations strategy ： 理 解 运营管理的核心概念、原理和应用understand key concepts and theories and the application of product, service and process design理 解 产品、服务和过程设计的核心概念、原理和应用 understand key concepts and theories and the application of operations pl

43、anning and control理 解 运作方案和掌握的核心概念、原理和应用understand key concepts and theories and the application of operations improvement methods理 解 运营改进策略的核心概念、原理和应用 understand how these concepts and theories relate to the successful management of organisations理 解 这些概念与理论和胜利企业的管理的关系Skills在 技能方面Apply these concept

44、s to simulated, case and real operations situations 在模拟、案例、真实运营环境中应用这些概念Analyse and evaluate simulated, case and real operations situations 对模拟、案例、真实运营环境分析和评估Develop skilid in self management, small group and project management 进展在自我管理、小团体、项目管理方面的力量Attitudes and values 在学 术态度 和学术 观方面APPRECIATE THE V

45、ALUE OF OPERATIONS MANAGEMENT IN THE CONTEXT OF THE WHOLE ORGANIZATION 观赏组织中运营管理的价值 APPRECIATE THE COMPLEXITY OF THE MANAGEMENT OF OPERATIONS 观赏运营管理的简单性VALUE THE ROLE OF THE INDIVIDUAL AND THE GROUP IN ACHIEVING SUCCESS IN OPERATIONS 个人与组织在运营管理中成为胜利者的价值四、课程考核五、课程要求六、进度支配课时课程内容阅读材料应交作业3课程介绍生产运营管理概述第一

46、章、其次章3嬉戏（从科学管理到现代管理第四、五、六章3项目管理第三章6排队论TN6书面作业9质量管理第七章案例 7-1 (286289 页)3供应链战略第八、九章6准时化与精益生产系统第十章、第十一章6物料需求方案第十二、十三、十四章6作业排序第15章3运营询问与流程再造第16章3同步制造与约束理论第17章9调查与小组报告课程论文3讲座3总结与考试七、作业和课程论文要求：每次作业和课程论文都应装订在一起，并做一个封面。封面上应包 括如下信息：课程名称作业名称姓名学号,日期每次作业都应通过电子邮件给我发一份电子版，自己保留一份备份。L作业结合实际，设计某单位的质量考核指标2、争论问题1设计一个供

47、应流程2如何防止回扣？3农产品物流与电子物流八、课程内容第一部分运营战略与管理变革第1章应用领域介绍服务与产品生产的区分准时化生产与全面质量管理制造战略模式服务质量与生产率全面质量管理与质量认证业务流程再造供应链管理电子商务第2章运营战略与竞争力竞争重点权衡的观念订单赢得要素和订单资格要素：营销与运营的联系制造业运营战略框架建立制造战略服务业运营战略技术性注释2学习曲线对数分析学习曲线表学习率的估量学习过程应持续多久个人学习组织学习第3章项目管理纯项目小组职能项目小组矩阵制项目小组单点时间估量的关键路线法三点时间估量的关键路线法滚动项目方案最小费用方案(时间一一费用权衡)过程跟踪其次部分 产品设计与工艺选择第4章工艺分析第5章制造业的产品设计与工艺选择第6章 服务业的产品设计与工艺选择第7章质量管理第三部分供应链设计管理简介电子商务与电子运营(E-Ops)第8章供应链战略第9章战略力量管理第10章准时化与精益生产系统第四部分供应链的设计与掌握管理简介企业资源方案系统第11章猜测第12章总生产方案第13章库存掌握第14章物料需求方案第15章作业